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XYenChi is translating
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A 5-step plan to encourage your team to make changes on your project
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Image by : opensource.com
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Purpose is the first thing to consider when you're assembling any team. If one person could achieve that purpose, then forming the team would be unnecessary. And if there was no main purpose, then you wouldn't need a team at all. But as soon as the task requires more expertise than a single person has, we encounter the issue of collective participation—an issue that, if not handled properly, could derail you.
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Imagine a group of people trapped in a cave. No single person has full knowledge of how to get out, so everyone will need to work together, be open, and act collaboratively if they're going to do it. After (and only after) assembling the right task force can someone create the right environment for achieving the team's shared purpose.
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But some people are actually very comfortable in the cave and would like to just stay there. In organizations, how do leaders handle individuals who actually _resist_ productive change, people who are comfortable in the cave? And how do they go about finding people who do share their purpose but aren't in their organizations?
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I made a career conducting sales training internationally, but when I began, few people even thought my work had value. So, I somehow devised a strategy for convincing them otherwise. That strategy was so successful that I decided to study it in depth and [share it][2] with others.
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### Gaining support
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In established companies with strong corporate cultures, there are people that will fight change and, from behind the scenes, will fight any proposal for change. They want everyone to stay in that comfortable cave. When I was first approached to give overseas sales training, for example, I received heavy resistance from some key people. They pushed to convince others that someone in Tokyo could not provide sales training—only basic product training would be successful.
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I somehow solved this problem, but didn't really know how I did it at the time. So, I started studying what consultants recommend about how to change the thinking in companies that resisted to change. From one study by researcher [Laurence Haughton][3], I learned that for the average change proposal, 83% of people in your organization will not support you from the beginning. Roughly 17% _will_ support you from the beginning, but 60% of the people would support you only after seeing a pilot case succeed, when they can actually see that the idea is safe to try. Lastly, there are some people who will fight any change, no matter how good it is.
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Here are the steps I learned:
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* Start with a pilot project
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* Outsmart the CAVE people
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* Follow through fast
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* Outsmart the CAVE bosses
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* Move to full operation.
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### 1\. Start with a pilot project
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Find a project with both high value and a high chance for success—not a large, expensive, long-term, global activity. Then, find key people who can see the value of the project, who understand its value, and who will fight for it. These people should not just be "nice guys" or "friends"; they must believe in its purpose and have some skills/experience that will help move the project forward. And don't shoot for a huge success the first time. It should be just successful enough to permit you to learn and keep moving forward.
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In my case, I held my first sales seminar in Singapore at a small vehicle dealership. It was not a huge success, but it was successful enough that people started talking about what quality sales training could achieve. At that time, I was stuck in a cave (a job I didn't want to do). This pilot sales training was my road map to get out of my cave.
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### 2\. Outsmart the CAVE people
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CAVE is actually an acronym I learned from Laurence Haughton. It stands for Citizens Against Virtually Everything.
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You must identify these people, because they will covertly attempt to block any progress in your project, especially in the early stages when it is most vulnerable. They're easy to spot: They are always negative. They use "but," "if," and "why," in excess, just to stall you. They ask for detailed information when it isn't available easily. They spend too much time on the problem, not looking for any solution. They think every failure is the beginning of a trend. They often attack people instead of studying the problem. They make statements that are counterproductive but cannot be confirmed easily.
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Avoid the CAVE people; do not let them into the discussion of the project too early. They've adopted the attitude they have because they don't see value in the changes required. They are comfortable in the cave. So try to get them to do something else. You should seek out key people in the 17% group I mentioned above, people that want change, and have very private preparation meetings with them.
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When I was in Isuzu Motors (partly owned by General Motors), the sales training project started in a joint venture distribution company that sold to the smaller countries in the world, mainly in Africa, Southeast Asia, Latin America and the Middle East. My private team was made up of a GM person from Chevrolet, an Isuzu product planning executive and that distribution company's sales planning staff. I kept everyone else out of the loop.
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### 3\. Follow through fast
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CAVE people like to go slowly, so act quickly. Their ability to negatively influence your project will weaken if you have a small success story before they are involved—if you've managed to address their inevitable objections before they can even express them. Again, choose a pilot project with a high chance of success, something that can show quick results. Then promote that success, like a bold headline on an advertisement.
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Once the word of my successful seminar in Singapore began to circulate, other regions started realizing the benefits of sales training. Just after that Singapore seminar, I was commissioned to give four more in Malaysia.
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### 4\. Outsmart CAVE bosses
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Once you have your first mini-project success, promote the project in a targeted way to key leaders who could influence any CAVE bosses. Get the team that worked on the project to tell key people the success story. Front line personnel and/or even customers can provide powerful testimonials as well. CAVE managers often concern themselves only with sales and profits, so promote the project's value in terms of cost savings, reduced waste, and increased sales.
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From that first successful seminar in Singapore and others that followed, I promoted heavily their successes to key front line sales department staff handling Isuzu's direct sales channels and General Motors channels that really wanted to see progress. After giving their acceptance, they took their training requests to their superiors sighting the sales increase that occurred in the distribution company.
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### 5\. Move to full operation
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Once top management is on board, announce to the entire organization the successful pilot projects. Have discussions for expanding on the project.
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Using the above procedures, I gave seminars in more than 60 countries worldwide over a 21-year career. So I did get out of the cave—and really saw a lot of the world.
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作者简介：
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Ron McFarland - Ron McFarland has been working in Japan for 40 years, and he's spent more than 30 of them in international sales, sales management training, and expanding sales worldwide. He's worked in or been to more than 80 countries. Over the past 14 years, Ron has established distributors in the United States and throughout Europe for a Tokyo-headquartered, Japanese hardware cutting tool manufacturer.
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via: https://opensource.com/open-organization/17/1/escape-the-cave
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作者：[Ron McFarland][a]
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译者：[译者ID](https://github.com/译者ID)
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校对：[校对者ID](https://github.com/校对者ID)
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本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
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[a]:https://opensource.com/users/ron-mcfarland
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[1]:https://opensource.com/open-organization/17/1/escape-the-cave?rate=dBJIKVJy720uFj0PCfa1JXDZKkMwozxV8TB2qJnoghM
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[2]:http://www.slideshare.net/RonMcFarland1/creating-change-58994683
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[3]:http://www.laurencehaughton.com/
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[4]:https://opensource.com/user/68021/feed
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[5]:https://opensource.com/open-organization/17/1/escape-the-cave#comments
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[6]:https://opensource.com/users/ron-mcfarland
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五步的计划促使项目团队作出改变
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============================================================
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Image by : opensource.com
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组建任何团队目的都是首要之事。如果一人足以实现那个目的，那么就没有必要组成团队。而且如果没有重要目标，你根本不需要一个团队。但只要任务需要的专业知识比一个人所拥有的更多，遇到集体参与的问题——如果处理不当，会使你脱离正轨。
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想象一群人困在洞穴中。没有一个人具备如何出去的全部知识，所以每个人要协作，心路常开，在别人想要做什么事的时候尽力配合。当（且仅当）集中了适当的工作组（译者os：这里怪怪的？？？）才能产生合适的环境来实现共同的目标。
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但确实有人觉得待在洞穴中很舒适而且只想待在那。在组织里，领导者们如何掌握实际上抵触改善、待在洞穴中觉得舒适的人？同时该如何找到拥有共同目标但是不在自己组织的人？
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我从事指导国际销售培训，刚开始甚至很少有人认为我的工作有价值。所以，我想出一套使他们信服的战术。那个战术非常成功以至于我决定深入研究它并与各位[分享][2]。
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### 获得支持
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为了建立公司强大的企业文化，有人会反对改变并且，从幕后，打压任何改变的提议。他们希望每个人都待在那个舒适的洞穴里。例如，当我第一次接触到海外销售培训，我受到了一些关键人物的严厉阻挠。他们迫使其他人相信在东京的人不会提供销售培训——只要基本的产品培训就会成功。
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尽管我最终解决了这个问题，但我这时候真的不知道该怎么办。所以，我开始研究顾问在改变公司里抗拒改变的人的想法这个问题上该如何给出建议。从学者[Laurence Haughton][3]的研究中，我发现一般对于改变的提议，组织中83%的人最开始不会支持你。大约17% _会_从一开始就支持你，但是只要看到一个实验案例成功之后，他们觉得这个主意安全可行了，60%的人会支持你。最后，有部分人会反对任何改变，无论它有多棒。
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我研究的步骤：
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* 从试验项目开始
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* 开导 CAVE people
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* 快速跟进
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* 开导 CAVE bosses
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* 全局展开
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(译者注：CAVE, Citizens Against Virtually Everything，反对任何事物的人，作者在后文提到）
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### 1\. 从试验项目开始
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找到价值和成功率均高的项目——不是大的、成本高的、周期长的、全局的行动。然后，找到能看到项目价值、理解它的价值并能为之奋斗的关键人物。这些人不应该只是“好人”或者“朋友”;他们必须相信项目的目标而且拥有推进项目的能力/经验。不要急于求成。只要足够支持你研究并保持进度即可。
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个人而言，我在新加坡的一个小型车辆代理商那里举办了自己的第一场销售研讨会。虽然并不是特别成功,但足以让人们开始讨论销售训练会达到怎样的效果。那时候的我困在洞穴里（一份我不想做的工作）。这个试验销售训练是我走出困境的蓝图。
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### 2\. 开导 CAVE people
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CAVE 实际上是我从 Laurence Haughton 那里听来的缩略词。它代表着 Citizens Against Virtually Everything.
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你得辨别这些人，因为他们会暗地里阻挠项目的进展，特别是早期脆弱的时候。他们容易黑化：总是消极。他们频繁使用“但是，”“如果，”和“为什么，”，只是想推脱你。他们询问轻易不可得的细节信息。他们花费过多的时间在问题上，而不是寻找解决方案。他们认为每个失败都是趋势的开始。他们总是针对别人而不是研究问题。他们作出反对建议的陈述却又不能轻易确保。
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避开 CAVE people;不要让他们太早加入项目的讨论。他们固守成见，因为他们看不到改变所具有的价值。他们安居于洞穴。所以试着让他们去做些其他事。你应该找出我上面提到那17%的人群中的关键人物，那些想要改变的人，并且跟他们开一个非常隐秘的准备会。
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我在五十铃汽车（股东之一是通用汽车公司）的时候，销售训练项目开始于一个销往世界上其他小国家的合资发行公司，主要是非洲，南亚，拉丁美洲和中东。我的个人团队由通用汽车公司雪佛兰的人、五十铃产品经理和分公司的销售计划员工组成。隔绝其他任何人于这个圈子之外。
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### 3\. 快速跟进
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CAVE people 总是慢吞吞的，那么迅速行动起来。如果你在他们参与之前就有了小成就的经历，他们对你团队产生消极影响的能力将大大减弱——如果你预知他们不可避免的拒绝先于他们表述出来。再一次，选择一个成功率高的试验项目，很快能出结果的。然后宣传成功，就像广告上的加粗标题。
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一旦我在新加坡研讨会上所言开始流传，其他地区开始意识到销售训练的好处。仅在新加坡研讨会之后，我就被派到马来西亚开展四次以上。
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### 4\. 开导 CAVE bosses
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只要你取得了第一个小项目的成功，针对能影响 CAVE 首领的关键人物推荐项目。让团队继续项目以告诉关键人物成功的经历。一线人员甚至顾客也能提供有力的证明。 CAVE 管理者往往只着眼于销量和收益，那么就宣扬项目在降低开支、减少浪费和增加销量方面的价值。
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自新加坡的第一次研讨会及之后，我向直接掌握了五十铃销售渠道的前线销售部门员工和通用汽车真正想看到进展的人极力宣传他们的成功。当他们接受了之后，他们会向上级提出培训请求并让其看到分公司销量的提升。
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### 5\. 全局展开
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一旦一把手站在了自己这边，立马向整个组织宣告成功的试验项目。讨论项目的扩展。
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用上面的方法，在21年的职业生涯中，我在世界各地超过60个国家举办了研讨会。即我确实出了洞穴——并且真的看到了广阔的世界。
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--------------------------------------------------------------------------------
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作者简介：
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Ron McFarland - Ron McFarland 已在日本工作40年，从事国际销售、销售管理和在世界范围内扩展销售业务30载有余。他曾去或就职于80多个国家。在过去的14年里， Ron 为总部位于东京的日本硬件切割厂在美国和欧洲各地建立分销商。
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--------------------------------------------------------------------------------
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via: https://opensource.com/open-organization/17/1/escape-the-cave
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作者：[Ron McFarland][a]
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译者：[XYenChi](https://github.com/XYenChi)
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校对：[校对者ID](https://github.com/校对者ID)
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本文由 [LCTT](https://github.com/LCTT/TranslateProject) 原创编译，[Linux中国](https://linux.cn/) 荣誉推出
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[a]:https://opensource.com/users/ron-mcfarland
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[1]:https://opensource.com/open-organization/17/1/escape-the-cave?rate=dBJIKVJy720uFj0PCfa1JXDZKkMwozxV8TB2qJnoghM
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[2]:http://www.slideshare.net/RonMcFarland1/creating-change-58994683
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[3]:http://www.laurencehaughton.com/
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[4]:https://opensource.com/user/68021/feed
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[5]:https://opensource.com/open-organization/17/1/escape-the-cave#comments
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[6]:https://opensource.com/users/ron-mcfarland
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