MUST BE SOMETHING IDEATE：一定要有想法
ONE OF THE KEYS TO SUCCESS in any business lies in the ability to generate a tremendous amount of ideas, because when it comes down to it, almost every organization is at heart in the idea business. This is not a revolutionary concept. However, what is often overlooked—or simply misunderstood—is that the generation of great ideas is a numbers game.
任何业务成功的关键之一在于产生大量创意的能力，因为当涉及到这个想法时，几乎每个组织都在创意业务中处于核心地位。这不是一个革命性的概念。但是，经常被忽略（或只是被误解）的是，伟大思想的产生是一场数字游戏。
Businesses are ostensibly always looking for killer ideas that will boost profits and cut costs; ideas that streamline processes and maximize investments; and ideas that will have significant impact in the marketplace. To get to those killers, though, a business may have to cough up a mess of ideas that are ridiculous, budget-busting, unusable, or simply awful.
从表面上看，企业一直在寻找可以提高利润并削减成本的杀手ideas主意。简化流程并最大化投资的想法；和对市场产生重大影响的想法。但是，要找到那些杀手ers，企业可能不得不想出一堆荒谬，浪费预算，无法使用或简直糟糕透顶的想法。
I would contend that these loser ideas are not merely waste products—they are indicators of an extremely healthy brainstorming and idea-sharing process. This chapter will take the concepts that have been discussed in earlier chapters—“Yes, and . . . ,” postponement of judgment, EQ, divergent and convergent thinking—and make them practicable through the step-by-step process of leading successful collaboration sessions.
我认为这些失败者的想法不仅仅是浪费产品，它们是极其健康的头脑风暴和想法共享过程的指标。本章将采用前面各章中讨论的概念：“是，和。”。。”，“判断力，情商，发散和趋同思维的延迟”，并通过领导成功的协作会议的逐步过程使它们切实可行。
A business that runs on the assumption that it will come up with a great idea exactly when it needs one is severely limiting if not deluding itself. That business is most likely achieving “greatness” by simply lowering the standard of what counts as great. The fact is, to get to unimpeachably great ideas—sharp, innovative, outright brilliant ones—you have to come up with an ugly pile of horrible ones too. By way of analogy think about the old process of gold panning. As you might remember from elementary school studies of the California Gold Rush,panning is the art of extracting gold from a river by scooping up sediment with a large pan. Panning is a sloppy, difficult process, and it can get results.
如果一家企业假设自己会在需要时提出一个好主意，那这将严重限制甚至不自欺欺人。该企业很可能通过简单地降低重要的标准来实现“卓越”。事实是，要想出无可挑剔的好主意—锐利，创新，彻头彻尾的绝妙主意—您还必须提出丑陋的可怕主意。以类推的方式考虑淘金的旧过程。您可能还记得在加州淘金热的小学研究中，淘金是一种通过用大锅铲挖出沉积物从河流中提取黄金的艺术。平移是一个草率，困难的过程，可以得到结果。
Jebediah, a hungry prospector on a quest for gold, might try to speed things up by avoiding the pan altogether and simply sticking his finger in the river in the hope that when he withdraws it from the water it will be sporting a perfectly polished gold ring. But with that approach ol’ Jeb is probably going to end up with nothing more than a wet finger. If he takes a slightly more ambitious approach and grabs a fistful of river bottom, he’s probably going to end up a little wetter,and not much richer.
渴求黄金的探矿者Jebediah可能会尝试通过完全避开平底锅并只是将手指伸入河中来加快速度，希望当他将其从水中撤出时，它会拥有完美打磨的金戒指。但是用这种方法，杰布可能最终只剩下一根湿手指。如果他采取更雄心勃勃的方法并抓住一小撮河床，那他可能最终会变得有点湿，但并不富有。
Instead, if fortune-seeking Jeb knows his business, he’ll understand that he is going to have to use the biggest pan possible and invest some sweat equity, sieving through as much river muck and goo as he can to boost the probability of success. As Jeb pulls his pan through the water, he will not expect to come up with a panful of sparkly gold nuggets every time he sifts what he’s dredged up.
相反，如果寻求财富的Jeb知道自己的生意，他就会明白，他将不得不尽可能地利用最大的锅并投资一些汗水资产，尽可能多地筛分泥泞和泥泞，以提高成功的可能性。 。随着Jeb将锅拉入水中，他不会指望每次筛分挖出的东西时都会冒出一堆闪亮的金块。
He knows this is a longer process and he’s going to have to work his way through a heck of a lot of mud, slime, weeds, foul-smelling detritus, and even fool’s gold to find the small flecks of real treasure.He also knows that those raw flecks aren’t an end in themselves—all gold has to be refined to become truly valuable.
他知道这是一个更长的过程，他将不得不通过大量泥土，煤泥，杂草，臭味碎屑，甚至是傻瓜的黄金来找到真正的珍贵斑点。那些原始斑点本身并不是目的-所有黄金都必须精炼才能真正有价值。
So it is with the process of group ideation, which we commonly refer to as brainstorming. Brainstorming is a process of communication and adaptive problem solving, and to the improvisational way of thinking, great brainstorming sessions are only possible when failure is not just tolerated, it’s welcomed. Such sessions require everyone in the room to understand that sorting through clumps of mud and muck is a necessary part of the process in order to get to the prized gold.
集体构思的过程也是如此，我们通常将其称为头脑风暴。头脑风暴是沟通和解决问题的过程，按照即兴的思维方式，只有在不仅仅容忍失败的情况下，才能进行出色的头脑风暴会议，这是受欢迎的。这样的会议需要房间中的每个人都明白，为了获得珍贵的金币，对成团的泥和渣进行分类是该过程的必要部分。
The fostering of failure is perhaps a bit counterintuitive in most corporate cultures, and failure itself is of course never the explicit objective. The point is that if a business truly encourages a “Yes,and . . . ” approach to open communication and if the culture also embraces the possibility that great ideas can come from anyone and anywhere, then failures—dead-end ideas—are actually an indication of a very vital and vibrant corporate culture.3 Just as in life outside the workplace, you can learn more from failure, and failure allows you to learn more from success.
在大多数公司文化中，促进失败可能有点违反直觉，并且失败本身当然不是明确的目标。关键是，如果企业真正鼓励“是，那么。。。“开放式沟通的方法，如果这种文化还包含了好主意可以从任何地方和任何地方来的可能性，那么失败（死胡同）实际上就是一种非常重要和充满活力的企业文化的标志。3在工作场所，您可以从失败中学习更多，失败可以使您从成功中学习更多。
Even the most naturally talented musician does not first pick up a violin and instantly sound like a virtuoso. We understand that the young fiddler is probably going to sound fairly crappy for a while. There will be wrong notes and muffed passages—failures—on the way to musical excellence. A surfer who has never fallen off his board is either preternaturally gifted or has not actually put his board in the water. It is falling off the board (or the bike) that helps build technique and develop ability. A beautiful ride will be better appreciated when we are fully aware of the falls it took to get there.Within the improvisational workplace, failures can almost always be framed as steps toward success.
即使是最有天赋的音乐家，也不会首先拿起小提琴，而立即听起来就像是大提琴演奏家。我们知道，年轻的提琴手可能会听起来有些cr脚。在通往卓越音乐的道路上，将会出现错误的音符和错误的段落（失败）。从未滑过木板的冲浪者要么是天生的才华，要么实际上没有将木板滑入水中。它从板子（或自行车）上脱落下来，有助于建立技术和发展能力。当我们充分意识到到达那里所经历的跌倒时，会更好地欣赏优美的旅程。在即兴创作的工作场所中，失败几乎总是可以归结为成功的步骤。
We’ve examined why improvisational skills and tools should be used in a business setting, and we’ve examined how those skills and tools can be used by an individual, between individuals, and within a group. Now we’re stepping into the “when,” looking at a very specific, common, concrete part of the workday—the ideation meeting,collaborative conversation, idea-sharing chat, and brainstorming session—in which improvisational techniques can improve process and facilitate success.
我们已经研究了为什么在业务环境中应该使用即兴技能和工具，并且已经研究了个人，个人之间以及团队内部如何使用这些技能和工具。现在，我们进入“何时”工作，着眼于工作日中非常具体，常见，具体的部分-想法会议，协作性对话，想法共享聊天和集思广益会议，通过这些即兴技巧可以改善流程并促进成功。
I’ve stressed that one of the most powerful blocks to overcome is the very basic, primal emotion of fear, and this is perhaps never truer than in the creative process. In a workplace permeated by a fear of failure, it’s virtually impossible for anyone to feel comfortable offering up a new idea, let alone an unusual idea that might in fact make all the difference in a marketing strategy, a product development plan, a customer-focus drive, or a new in-house bookkeeping system.
我已经强调，要克服的最有力的障碍之一是非常基本的，原始的恐惧情绪，也许这在创造过程中从来没有像现在这样真实。在充满了对失败的恐惧的工作场所中，几乎没有人会愿意提出一个新的想法，更不用说一个不寻常的想法了，它实际上可能在营销策略，产品开发计划，客户，聚焦驱动器或新的内部簿记系统。
When the fear of failure is eliminated and the participants in a brainstorming session are encouraged to fail early and often, they have the greatest chance of succeeding at whatever task they’ve been asked to handle. (Keep in mind, we are talking about strategic failure protected by a specific time and place, and not about thoughtless, repeated failure.)
如果消除了对失败的恐惧，并且鼓励集思广益的参与者早且经常失败，那么他们有最大的机会成功完成要求他们处理的任务。（请记住，我们在说的是在特定时间和地点保护下的战略失败，而不是无意识的反复失败。）
Before we get deeper into how a successful brainstorming session should be run, let’s take a look at the dynamics of business meetings in general. If you were suddenly pinged by a coworker right now and were told that it was necessary for you to put this book down and head off to an ad hoc problem-solving meeting of some sort, would you bolt out of your chair with enthusiasm? If you’re anything like millions of other inhabitants of the corporate world, your response to such a request might not be a hoot of unbridled enthusiasm but instead a good deal of sighing, slumping, eye rolling, and muttering along the lines of “Another &$*!@ meeting?”
在深入探讨如何成功进行头脑风暴会议之前，我们先来看一下商务会议的动态。如果您现在突然被同事打听，并被告知您有必要放下这本书并前往某种形式的临时解决问题会议，您是否会满怀热情地退出会议？如果您像企业界的数百万其他居民一样，您对这种要求的回应可能不是热情高涨的源头，而是沿着“另一个”的叹息，沉闷，眼神滚动和喃喃自语。 ＆$ *！@会议？”
Why should this be the case? The answer is simple: most meetings are run terribly, and for a great deal of businesspeople meetings have become the bane of their existence rather than a boon to getting the job done.Much too often the actual purpose of a meeting is just to say that the meeting took place, and participants end up in a highly frustrating and morale-sapping Groundhog’s Day loop of inaction: they end up having a meeting that covers the meeting they had last week. Then they need to schedule yet another meeting to discuss what hasn’t gotten settled in previous meetings.
为什么会这样呢？答案很简单：大多数会议都是可怕的会议，对于很多商人来说，会议已成为其生存的祸根而不是完成工作的福音。会议的实际目的常常只是说会议开始了，与会人员最终陷入了令人沮丧且鼓舞士气的“土拨鼠日”无所作为的循环中：他们最终召开了涵盖上周会议的会议。然后，他们需要安排另一次会议，以讨论以前的会议中尚未解决的问题。
The downside of poorly run meetings isn’t just measured in annoyance and frustration, however. Bad meetings waste time and energy, which means that they waste money. Bad meetings are bad business.If a meeting consists of a group of smart, dedicated people around a conference table and that group is open and willing to take on whatever challenge is at hand, how is it that things go in the dumper?There are two typical trajectories.
但是，会议运行不佳的缺点不仅在于烦恼和沮丧。糟糕的会议浪费时间和精力，这意味着他们在浪费金钱。不好的会议是不好的生意。如果一个会议由一群聪明，专注的人组成，他们围在会议桌旁，并且这个小组是开放的并且愿意接受即将到来的挑战，那么在垃圾箱中情况如何呢？两条典型的轨迹。
First, as we discussed in Chapter 4,there’s a question of energy and energy maintenance. If the meeting leader doesn’t accept responsibility for setting a level of energy that invites people to stay engaged, that meeting has as much chance of sparking great ideas as a warm blanket and a sedative. If attendees feel they have the ability or even the right to disengage and allow their own energy to plummet—again, good night, Irene.
首先，正如我们在第4章中讨论过的，这是一个能源和能源维护的问题。如果会议负责人不承担设定邀请人们保持精力投入的精力水平的责任，那么与温暖的毯子和镇静剂一样，该会议也有很多激发创意的机会。如果与会者感到自己有能力甚至有权脱离接触，并让自己的精力骤减-再次晚安，艾琳。
This doesn’t mean that the person running a meeting has to crank up the karaoke machine, put on a goofy hat, and belt out “Born in the USA.” It’s more about being aware that every room and every group has an energy, and that energy can—or must—be manipulated (see Chapter 4 if this doesn’t ring a bell).
这并不意味着开会的人必须摇动卡拉OK机，戴上高高的帽子，并宣扬“在美国出生”。更重要的是要意识到每个房间和每个组都有能量，并且可以（或必须）对能量进行操纵（如果不响，请参阅第4章）。
The other big problem with meetings is a basic matter of communication. A huge part of what’s not working in a lousy meeting is that people don’t feel comfortable contributing. There may be some great ideas inside the heads in that conference room and they don’t ever get expressed because people don’t feel they have a stake in pitching in.
会议的另一个大问题是沟通的基本问题。在糟糕的会议中无法正常工作的很大一部分是人们不愿意做出贡献。那个会议室的脑袋里可能有一些很棒的主意，但它们从未被表达出来，因为人们不觉得自己有参与进来的利益。
There are a number of reasons why people don’t feel they have buyin at meetings. Some folks think that by simply showing up they have fulfilled their workplace obligation. Some meeting leaders may fail to communicate the focus of a meeting or may pedantically overcommunicate, in either case shutting down the opportunity for real engagement.
人们在会议上没有买账的原因有很多。有些人认为，仅仅通过露面就可以履行工作场所的义务。一些会议负责人可能无法传达会议的焦点，或者可能会因过于随意而交流过度，这两种情况都可能切断了真正参与的机会。
Then there’s that most common obstacle to communication,our old friend fear—fear of judgment, fear of rejection, fear of being wrong, fear of looking like a fool. A climate may exist in which people feel that if they speak up they’ll be judged harshly, perhaps by people who are of higher rank or status in the corporate hierarchy. As we discussed in the previous chapter, a roomful of meeting participants can be so acutely aware of the status of everybody around the conference table that everyone plays defense: whatever the most powerful VP in the room thinks, that must be the right way to go, so let’s all just nod and get on with it.
然后是沟通中最常见的障碍，我们的老朋友恐惧-害怕判断，害怕拒绝，害怕做错事，害怕看起来像个傻瓜。人们可能会感到一种气氛，如果他们大声疾呼，就会受到严厉的评判，也许是那些在公司层级中处于较高地位或地位的人。正如我们在上一章中所讨论的，一整间会议参与者可以如此敏锐地意识到会议桌旁每个人的状况，以至于每个人都在防守：无论会议室中最有权力的副总裁认为，这都是正确的选择，所以让我们所有人都点头并继续吧。
Sometimes these fears are not simply the result of “climate.” They may be based on real experience. If somebody has had a hand figuratively slapped at a meeting for saying something that didn’t fall in line with a boss’s or a company’s philosophy (“That idea is too far out there. Let’s stay focused on the problem. Remember our budget parameters”), that person is going to remember the sting of that slap and will be reluctant to speak up again. Further, others who witnessed this negative reaction to a voiced idea aren’t going to want to speak up either, because they do not want the same thing to happen to them.
有时，这些恐惧不仅仅是“气候”的结果。它们可能基于实际经验。如果某人在会议上打了个比喻拍手，说出的话与老板或公司的理念不符（“这个想法太过分了。让我们集中精力解决这个问题。记住我们的预算参数”） ），该人将记住该耳光的刺痛，因此不愿再说出来。此外，见证了对表达想法的负面反应的其他人也不会想要大声疾呼，因为他们不希望同一件事发生在他们身上。
A reluctance to expose oneself to negative consequences isn’t just a matter of workplace habit; it’s a survival instinct deeply rooted in brain science.5 If our core reactions reduce down to two basic instincts—fight or flight—this reluctance to speak up is the mental equivalent of fleeing, or curling up into a ball in the corner of a room. With fear and status at the front of everyone’s thinking, a meeting can become so dispiriting that it suffocates any sense of intrinsic motivation. Nobody feels they have any skin in the game, so they see no point in giving their best effort.
不愿暴露于负面后果不仅仅是工作习惯的问题。这是一种植根于大脑科学的生存本能。5如果我们的核心反应减少到两个基本本能（战斗或逃跑），这种不愿大声说出的心理等同于逃跑或，缩成一个房间角落的球。 。恐惧和地位摆在每个人思考的最前面，会议可能会令人沮丧，以至于窒息了任何内在动力。没有人认为他们在游戏中有任何皮肤，因此他们认为尽最大努力是没有意义的。
The solution quite simply is to create a culture in that meeting room in which communication is open and everyone wants to contribute. Of course that kind of culture can’t be ordered up along with the office furniture; it’s the result of choices made and efforts expended to make those choices a reality. The choice to utilize improvisation in the workplace is primarily a choice to make real, honest communication a top priority.
解决方案非常简单，就是在该会议室中创建一种文化，在这种文化中，沟通是开放的，每个人都希望有所作为。当然不能与办公家具一起订购这种文化。这是做出选择的结果，并且付出了很多努力才能实现这些选择。在工作场所利用即兴演奏的选择主要是使真实，诚实的沟通成为重中之重的选择。
That choice can help create a culture in which people want—passionately want—to contribute and to succeed, as opposed to a culture in which people do not even want to try because they are taught not to try.When it comes specifically to ideation and brainstorming, that culture is created through a focused application of some of the techniques we’ve already discussed: “Yes and-ing,” postponing judgment,choosing a constructive energy and attitude, and designing a wellmanaged process of divergent and convergent thinking based on accountability.
这种选择可以帮助创造一种人们渴望（热情地）贡献和成功的文化，而不是人们甚至不想尝试的一种文化，因为人们被教导不要尝试。集思广益，这种文化是通过集中应用我们已经讨论过的一些技术来创建的：“是的，是-”，推迟判断，选择建设性的精力和态度，并根据以下内容设计一个管理良好的发散性和聚合性思维过程问责制。
These techniques can make all the difference in getting the individual members of a collaborative, brainstorming team to feel they’re being talked with rather than talked at—something that may sound small but can actually be the difference between a session that gets serious results and one of those meetings that merely creates the serious need for another meeting.
这些技术可以使协作，头脑风暴团队的各个成员感到与他们交谈而不是在交谈，这一切都与众不同-听起来虽然很小，但实际上可能是在一次会议中取得重大成果与这些会议中的一个仅严重引起另一次会议的需要。
As I’ve stressed repeatedly and emphatically, effective improvisation is not some abstract, touchy-feely, let’s-hold-hands-and-skipthrough-a-field-of-poppies philosophy, but is instead a simple, honest,results-driven approach to communication. This is especially true for ideation, during which the application of improv techniques should result not just in a roomful of smiley people but in a roomful of smiley people who have worked together to generate a usable, profitable, killer idea. How do you get to that great idea? I humbly submit the following guide for successful ideation—the Laws of Effective Brainstorming:
正如我一再强调的那样，有效的即兴创作不是某种抽象的，费劲的，让我们手握和跳过罂粟花田的哲学，而是一种简单，诚实，结果驱动的沟通方式。对于构思尤其如此，在此期间，即兴创作技术的应用不仅会导致一群笑脸人，而且还会导致一群笑脸人共同努力产生一个有用的，可盈利的，杀手级的想法。您如何想到这个好主意？我谨此提交以下有关成功构想的指南-有效头脑风暴法则：
1. Participate (or go do something you want to do).
2. Embrace “Yes, and . . . ”
3. Postpone judgment (for a specific period of time).
4. Suspend critiquing and overanalyzing.
5. Have fun and celebrate ridiculous ideas (remember, it’s about the number of ideas here).
6. Stay energized and focused.
7. Support every person in the group (100% participation,100% engagement).
8. Give and take the right to speak.
9. Remain positive.
10. Hold each other accountable to follow the rules.
1.参与（或去做你想做的事情）。
2.拥抱“是，然后。。。
3.推迟判断（在特定时间段内）。
4.暂停批判和过度分析。
5.玩得开心，庆祝荒谬的想法（记住，这是关于这里的想法的数量）。
6.保持精力充沛和专注。
7.支持小组中的每个人（100％参与，100％参与）。
8.给予并享有发言权。
9.保持积极。
10.使彼此负责以遵守规则。
Of course some of the above may be easier said than done, so let’s go a little deeper into the river to pan for gold.
当然，上述某些说起来容易做起来难，所以让我们深入河中淘金。
If there are indeed “laws” of effective brainstorming, then someone has to administer those laws. That would be the leader of the ideation session. Perhaps it goes without saying that successful brainstorming begins with effective leadership, but I’ll say it anyway:successful brainstorming begins with effective leadership. The dismantling of cognitive blocks to creativity must come from leadership. The freedom to ideate and openly share ideas begins with understanding that the dynamics of a room are established from the top down. Why?Because the leader is in the position to demand that everyone commit to the process, and in the position to guide the team to success. The leader needs to mentally and physically embody the spirit he or she wishes to see reflected in a team.
如果确实存在有效进行头脑风暴的“法律”，那么有人必须执行这些法律。那将是构想会议的负责人。也许毋庸置疑，成功的头脑风暴始于有效的领导，但我还是要说：成功的头脑风暴始于有效的领导。消除认知障碍的创造力必须来自领导才能。自由构思和公开分享想法的起点是理解房间的动态是自上而下建立的。为什么？因为领导者有权要求每个人都致力于这一过程，并且能够指导团队取得成功。领导者需要在精神上和身体上体现他或她希望看到的精神在团队中的体现。
It is a wrong-headed assumption that simply calling a meeting and having everyone in one room together for a certain amount of time is actually accomplishing anything in and of itself. Additionally it’s a terrible mistake for a leader and for participants to assume that since everyone in the room got the memo calling for the meeting, they all know why they’re here. If you as leader want the meeting to actually work, lay down the law. A leader needs to state explicitly and simply what the meeting needs to accomplish, and what is expected of all participants. A clear time limit needs to be set so that people know how to pace their energy (great brainstorming can be done in as little as 10–30 minutes). Technology should be banned—the meeting is about presence, engagement, and connection.
一个错误的假设是，简单地召开会议并将每个人都聚集在一个房间中一定的时间，实际上可以完成任何事情。此外，对于领导者和与会人员来说，假设会议室中的每个人都收到了要召开会议的备忘录，这是一个可怕的错误，他们都知道为什么会在这里。如果您作为领导人希望会议切实进行，请制定法律。领导者需要明确，简单地陈述会议需要完成的事情以及所有参与者的期望。需要设置一个明确的时间限制，以便人们知道如何调整自己的能量（可以在短短的10-30分钟内完成大范围的头脑风暴）。技术应该被禁止—会议是关于存在，参与和联系的。
The “laws” governing an improv-based brainstorming session are specific and need to be restated at the top of each session. The guidelines I favor are simple and clear. Everybody in the room is expected to participate and come up with ideas. To not participate is not an option. Team members should not let self-editing prevent them from expressing ideas. Fail early and fail often. Members who are stuck in their heads are making a selfish choice to only think of themselves and will bring limited value to a group. If brainstorming is panning for gold, then don’t psych yourself out thinking about the cold water.
管理基于即兴创作的头脑风暴会议的“法律”是具体的，需要在每次会议的开头重申。我赞成的指导方针简单明了。希望房间中的每个人都能参与并提出想法。不参加不是一种选择。团队成员不应让自我编辑阻止他们表达想法。早期失败，经常失败。陷入困境的成员正在做出自私的选择，只想着自己，只会给一个团队带来有限的价值。如果头脑风暴是在淘金，那就不要为冷水而烦恼。
Don’t try to tiptoe into the river either; go for the cannonball. Get in the water fast and get those ideas out and splashing around. Once everybody’s in the water, every idea that is tossed around will not just be accepted, but be accepted enthusiastically as if it’s the best idea anyone’s ever heard. Support of every team member by every other team member is mandatory. You are panning for gold here, so it’s about the amount you can pull out of the river (the number of ideas) rather than trying to pull a single pinch of dirt out of moving water. Keep individual and group awareness and respect high: have one voice speak at a time and encourage every member of the group to participate.
也不要试图to脚到河里。去炮弹。快速上水，将那些想法发扬光大。一旦每个人都沉浸在水中，被抛弃的每个想法都将不仅被接受，而且会被热情地接受，就好像这是任何人听到的最好的想法一样。每个其他团队成员都必须对每个团队成员提供支持。您在这里淘金，所以它等于您可以从河中抽出的数量（想法的数量），而不是试图从移动的水中抽出一小撮污垢。保持个人和团体的意识和尊重：一次发言，鼓励团体中的每个成员参与。
Keep in mind that the collective consciousness of the group is greater than that of any individual, including the leader. Participants need to commit to the process, then, and keep their energy level high—and so should the leader, equally. Everyone should be encouraged to make eye contact with other team members to engage the team. When the majority of people in the meeting buy in and participate following these rules of collaboration, a level of pressure for positive conformity will be created so that no one would feel comfortable being the person who is not committed to the process, and who is not in the river having fun.
请记住，团队的集体意识比任何个人（包括领导者）的集体意识都要强。然后，参与者需要致力于该过程，并保持精力充沛-领导者也应同样平等。应鼓励所有人与其他团队成员进行目光交流，以吸引团队参与。当会议中的大多数人都遵循这些合作规则参加会议并参加会议时，就会产生一定程度的积极合规压力，以使没有人愿意成为一个不致力于该过程且不愿意参与该过程的人在河里玩。