对“团队”一词的扩展理解-第三篇：团队失败经验总结-CSDN博客

读者朋友，您好！

熟悉APQP的朋友们都知道，产品先期策划中有10个基本原理。其中，“组建团队（Organize the Team）”这一原则排在这些原则的第1位。

结合诸多朋友在APQP应用、与外部相关方有关的过程以及培训课堂中得到的反馈来看，大家对“跨职能团队”所表现出来的疑问点和痛点，其重要原因在于缺乏正确的“团队”理念。

基于此，本人将一本英文书籍（《ADVANCED PRODUCT QUALITY PLANNING，THE ROAD TO SUCCESS》）中关于“团队”的一些内容翻译出来，与您一起分享。

以下的内容中，英文是原文，中文为我的翻译。期望您能从下面的分享内容中，获取到一些值得借鉴的知识。

由于篇幅较长，本文将分为三篇进行推送。本文分享第三篇。

第三篇：团队失败经验总结

Why teams fail

为何团队会失败

Failures are part of life. However, as disappointing as they are, if used as a learning activity then failures become very important in problem solving and in any other environment where they occur. Team failures are not any different. However, there are some key things that, if managers and leaders pay attention, can be minimized or completely avoided. Here are some suggestions:

失败是生活的一部分。然而，尽管它们令人失望，但如果将其作为一种学习活动，那么在解决问题和任何其他发生失败的环境中，失败就变得非常重要。团队的失败并没有什么不同。然而，有一些关键的事情，如果管理者和领导者注意的话，可以尽量减少或完全避免。以下是一些建议：

Managers pay lip service to employee empowerment, but do not really believe in its power. When you empower employees, they grow their skills and your organization benefits from their empowerment. Employees know when you are serious about employee empowerment and when you understand and walk your talk. Half-hearted or unbelievable employee empowerment efforts will fail.
经理们对员工授权口惠而实不至，但并不真正相信其力量。当你授权给员工时，他们会增长他们的技能，而你的组织会从他们的授权中受益。当你认真对待员工授权时，当你理解并实践你的言论时，员工就会知道。半信半疑或不可信的员工授权工作将会失败。
Managers don't really understand what employee empowerment means. Employee empowerment is a philosophy that enables people to make decisions about their job.
管理人员并不真正了解员工授权的含义。员工授权是一种哲学，使人们能够对他们的工作做出决定。
Managers fail to establish boundaries for employee empowerment. In your absence, what decisions can be made by staff members? What decisions can employees make day-by-day that they do not need to have permission or oversight to make? These boundaries must be defined or employee empowerment efforts fail.
管理者未能为员工的授权建立边界。在你不在的时候，哪些决定可以由员工来做？员工每天可以做哪些决定，他们不需要得到许可或监督就可以做出？这些界限必须被定义，否则员工授权的努力就会失败。
Managers have defined the decision-making authority and boundaries with staff, but then micromanage the work of employees. This is usually because managers don't trust staff to make good decisions. Staff members know this and either craftily make decisions on their own and hide their results, or they come to you for everything because they don't know what they really can control.
管理者已与员工确定了决策权和边界，但又对员工的工作进行微观管理。这通常是因为管理者不相信员工能做出好的决定。员工知道这一点，要么暗地里自己做决定并隐藏结果，要么就事事来找你，因为他们不知道自己真正能控制什么。
Second-guess the decisions of employees you have given the authority to make a decision. The anathema of empowerment is second-guessing by leaders. Leaders can help employees (subordinates) make good decisions by mentoring, coaching, training, and providing necessary information when appropriate and applicable. Certainly, leaders need to provide growth and challenging opportunities and goals that employees can aim for and achieve. This means teach them how to take over when you move on. After all, the primary job of any management leader is to train their replacement. If the managers (or the organizational culture) are not conducive to creating a work environment that helps foster the ability and desire of employees to act in empowered ways, the team effort and empowerment strategy will fail for sure!
对你授权的员工的决定进行猜测。领导者猜疑是授权的大忌。领导者可以通过指导、辅导、培训，以及在适当和适用的时候提供必要的信息，帮助员工（下属）做出正确的决定。当然，领导者需要提供成长和挑战的机会，以及员工可以瞄准和实现的目标。这意味着要教他们在你离开时如何接管工作。毕竟，任何管理层领导人的主要工作是培训他们的接班人。如果管理者（或组织文化）不利于创造一种有助于培养员工以授权方式行事的能力和愿望的工作环境，那么团队努力和授权战略肯定会失败！
Managers abdicate all responsibility and accountability for decision-making. When managers or the organizational culture is eager to punish, ridicule, blame, punish, or intimidate employees for failures, mistakes, and less than optimum results, the employees— no matter what their capacity—will avoid employee empowerment in future project assignments, or they will identify reasons why the failure was the fault of management (and, in some cases, specific leaders for allowing barriers to impede the ability to be successful).
管理者放弃了所有决策的责任和义务。当管理者或组织文化热衷于惩罚、嘲笑、指责、处罚或恐吓员工的失败、错误和不太理想的结果时，员工 — 无论他们的能力如何 — 都会在未来的项目任务中避免员工授权，或者他们会找出失败的原因是管理层的错（在某些情况下，具体领导允许障碍阻碍了成功的能力）。
When employees feel under-compensated, under-titled for the responsibilities they take on, under-noticed, under-praised, and under-appreciated, don't expect results from employee empowerment. Unappreciated employees will deliver very unfavorable message to any organization through word of mouth to other employees—no matter what restrictions have been set by leaders. The result of this communication—unofficial as it is—has catastrophic results for both teams and empowerment. Therefore, make sure the responsibilities and accountability match the job that the person(s) is doing, with the job in the job description—or change it. Accurate accountability helps in growth and establishing competent, capable, and successful employees in the organization.
当员工感到报酬不足，对他们所承担的责任的权利不足，不被注意，不被赞扬，不被赏识时，不要指望员工授权的结果。不被赏识的员工会通过对其他员工的口口相传，向任何组织传递非常不利的信息 − 无论领导制定了什么限制。这种沟通的结果--非官方的，对团队和赋权都有灾难性的结果。因此，要确保责任和问责与该人所做的工作相匹配，与职位描述中的工作相匹配 − 或者改变它。准确的责任制有助于成长，并在组织中建立有能力、有能力和成功的员工。

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