本科毕业论文（设计） 外文翻译外文题目 Training internal facilitators 外文出处 TrainingDevelopment 外文作者 Green Ray .Jeff Hines .Dave Wilcox 原文：原文：Training internal facilitatorsGreen Ray Jeff Hines Dave WilcoxFacilitation is noting new.But increasingly,more employees are expected to develop and use facilitators skills.According to Peter Senge,the role of a facilitator is to help groups maintain ownership of a process and it outcomes.When an organization is undergoing change,the facilitator may be the most critical element.Companies are using facilitation as a tool in such areas as total-quality management and organization development.GE Plastics offers facilitation training to all exempt employees.ATT trains internal OD consultants in facilitation skills.Peoples Bancorp bank develops facilitators to lead its TQM effort.In April 1993,Corninga manufacuring firm that specializes in glass and ceramicsbegan training specially selected employees to facilitate the work of self-directed work teams.Cornings parkersburg West Virginia,plant-now owned by Schott Scientific Glassjoined with Maretta Colleges McDonough Center for Leadership and business in Maritetta,Ohio,to design the training process.The first step was teaching two of plants employees how to facilitate team training. They also learned how to conduct group facilitation once the initial intervention led by a consultant from the centers Institute of Education and Training for Businesswas completed. The goal of the initial intervention was to hand off the teamfacilitation process to the plant employees(facilitator/trainees).Eventually,the two facilitator/trainees would become site facilitators.They would help facilitate the interactions of Corning s work teams and train them in team development so they could manage their own interactions.The key to achieving the goal was empowering the facilitator/trainees.But giving people permission to do something differently isnt helpful if theyer not capable of doing it,as Jeanie D. Dunk says in her article “Managing Change :The Art of Balancing”(Harvard,Business Review,November 1993).”Empowerment dose not mean abandonment,”says Duck.The facilitator/trainees would need develop resources.The early phases.In the first phase of the intervention ,the consultant delivered a customized facilitator-trainees program.At this point Team Parkersburga union/management steering committeeselected the two plant employees who would become facilitator/trainees.They are chosen from 11 applicants,out of 400 workers in the plant.The first an employee with previous facilitation experience helped select the other ,less experienced facilitator/trainee.Five managemant representatives for the initial training.During the three-day facilitator-training program,the participants learned how to conduct icebreakers,check expectations,set ground rules,create mission statements,and follow meeting agendas.In addition,the consultant videotaped participants as they practiced using facilitation techniques and giving structured feedback.Last,participants designed personal skill-development plans to implement after training.After training,the skill would be used in actual work team to help team members check expectations,clarify team goals.And define owner-ship of the goals.The ground rules would describle how a team should interact and reach consensus.The mission statement would help out-line the scope of the teams work. And meeting agendas would help team members make the most of their time and be productive.During the program ,participants examined the role od facilitator and learned the techniques of facilitative listening.They learned how to use adult-learning theory to adapt to the diverse styles and experiences of team members.And they learned such practicalities as how to set up a training room and equipment.The program also addressed group problen- sloving techniques,which were covered in the prereading assigned to participants befor training began.The techniques included brainstorming cause-and-effect diagrams,affinity diagrams and force-field analyses.Participants also learned the steps involved in creating action plans:identifying key players,getting everyones commitment,establishing the time farme,and determining the necessary resources.And they examined evaluation techniques.Last, participants were videotaped separately as they used a problem-solving or team building technique.Each parcticed the technique participant parcticed the technique of his or her choice. Then the consultant asked each participant what areas he or she thought needed improvement.He also had the group provide feedback on the participants strengths and weaknesses. Nonverbal cues show whether were paying attentionA person serving as process observer took notes on group inter-actions(such as the frequency of participants comments) and gave feedback .Last，th