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.

任何業務成功的關鍵之一在于產生大量創意的能力，因為當涉及到這個想法時，幾乎每個組織都在創意業務中處于核心地位。這不是一個革命性的概念。但是，經常被忽略（或只是被誤解）的是，偉大思想的產生是一場數字游戲。

?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.

從表面上看，企業一直在尋找可以提高利潤并削減成本的殺手ideas主意。簡化流程并最大化投資的想法；和對市場產生重大影響的想法。但是，要找到那些殺手ers，企業可能不得不想出一堆荒謬，浪費預算，無法使用或簡直糟糕透頂的想法。

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.

我認為這些失敗者的想法不僅僅是浪費產品，它們是極其健康的頭腦風暴和想法共享過程的指標。本章將采用前面各章中討論的概念：“是，和。”。。”，“判斷力，情商，發散和趨同思維的延遲”，并通過領導成功的協作會議的逐步過程使它們切實可行。

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.

如果一家企業假設自己會在需要時提出一個好主意，那這將嚴重限制甚至不自欺欺人。該企業很可能通過簡單地降低重要的標準來實現“卓越”。事實是，要想出無可挑剔的好主意—銳利，創新，徹頭徹尾的絕妙主意—您還必須提出丑陋的可怕主意。以類推的方式考慮淘金的舊過程。您可能還記得在加州淘金熱的小學研究中，淘金是一種通過用大鍋鏟挖出沉積物從河流中提取黃金的藝術。平移是一個草率，困難的過程，可以得到結果。

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.?

渴求黃金的探礦者Jebediah可能會嘗試通過完全避開平底鍋并只是將手指伸入河中來加快速度，希望當他將其從水中撤出時，它會擁有完美打磨的金戒指。但是用這種方法，杰布可能最終只剩下一根濕手指。如果他采取更雄心勃勃的方法并抓住一小撮河床，那他可能最終會變得有點濕，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，如果尋求財富的Jeb知道自己的生意，他就會明白，他將不得不盡可能地利用最大的鍋并投資一些汗水資產，盡可能多地篩分泥濘和泥濘，以提高成功的可能性。 。隨著Jeb將鍋拉入水中，他不會指望每次篩分挖出的東西時都會冒出一堆閃亮的金塊。

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.

他知道這是一個更長的過程，他將不得不通過大量泥土，煤泥，雜草，臭味碎屑，甚至是傻瓜的黃金來找到真正的珍貴斑點。那些原始斑點本身并不是目的-所有黃金都必須精煉才能真正有價值。

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.?

集體構思的過程也是如此，我們通常將其稱為頭腦風暴。頭腦風暴是溝通和解決問題的過程，按照即興的思維方式，只有在不僅僅容忍失敗的情況下，才能進行出色的頭腦風暴會議，這是受歡迎的。這樣的會議需要房間中的每個人都明白，為了獲得珍貴的金幣，對成團的泥和渣進行分類是該過程的必要部分。

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.

在大多數公司文化中，促進失敗可能有點違反直覺，并且失敗本身當然不是明確的目標。關鍵是，如果企業真正鼓勵“是，那么。。。“開放式溝通的方法，如果這種文化還包含了好主意可以從任何地方和任何地方來的可能性，那么失敗（死胡同）實際上就是一種非常重要和充滿活力的企業文化的標志。3在工作場所，您可以從失敗中學習更多，失敗可以使您從成功中學習更多。

?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.

即使是最有天賦的音樂家，也不會首先拿起小提琴，而立即聽起來就像是大提琴演奏家。我們知道，年輕的提琴手可能會聽起來有些cr腳。在通往卓越音樂的道路上，將會出現錯誤的音符和錯誤的段落（失敗）。從未滑過木板的沖浪者要么是天生的才華，要么實際上沒有將木板滑入水中。它從板子（或自行車）上脫落下來，有助于建立技術和發展能力。當我們充分意識到到達那里所經歷的跌倒時，會更好地欣賞優美的旅程。在即興創作的工作場所中，失敗幾乎總是可以歸結為成功的步驟。

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.?

我們已經研究了為什么在業務環境中應該使用即興技能和工具，并且已經研究了個人，個人之間以及團隊內部如何使用這些技能和工具。現在，我們進入“何時”工作，著眼于工作日中非常具體，常見，具體的部分-想法會議，協作性對話，想法共享聊天和集思廣益會議，通過這些即興技巧可以改善流程并促進成功。

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.?

我已經強調，要克服的最有力的障礙之一是非常基本的，原始的恐懼情緒，也許這在創造過程中從來沒有像現在這樣真實。在充滿了對失敗的恐懼的工作場所中，幾乎沒有人會愿意提出一個新的想法，更不用說一個不尋常的想法了，它實際上可能在營銷策略，產品開發計劃，客戶，聚焦驅動器或新的內部簿記系統。

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.)

如果消除了對失敗的恐懼，并且鼓勵集思廣益的參與者早且經常失敗，那么他們有最大的機會成功完成要求他們處理的任務。（請記住，我們在說的是在特定時間和地點保護下的戰略失敗，而不是無意識的反復失敗。）

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?”

在深入探討如何成功進行頭腦風暴會議之前，我們先來看一下商務會議的動態。如果您現在突然被同事打聽，并被告知您有必要放下這本書并前往某種形式的臨時解決問題會議，您是否會滿懷熱情地退出會議？如果您像企業界的數百萬其他居民一樣，您對這種要求的回應可能不是熱情高漲的源頭，而是沿著“另一個”的嘆息，沉悶，眼神滾動和喃喃自語。 ＆$ *！@會議？”

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.?

為什么會這樣呢？答案很簡單：大多數會議都是可怕的會議，對于很多商人來說，會議已成為其生存的禍根而不是完成工作的福音。會議的實際目的常常只是說會議開始了，與會人員最終陷入了令人沮喪且鼓舞士氣的“土撥鼠日”無所作為的循環中：他們最終召開了涵蓋上周會議的會議。然后，他們需要安排另一次會議，以討論以前的會議中尚未解決的問題。

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，會議運行不佳的缺點不僅在于煩惱和沮喪。糟糕的會議浪費時間和精力，這意味著他們在浪費金錢。不好的會議是不好的生意。如果一個會議由一群聰明，專注的人組成，他們圍在會議桌旁，并且這個小組是開放的并且愿意接受即將到來的挑戰，那么在垃圾箱中情況如何呢？兩條典型的軌跡。

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，正如我們在第4章中討論過的，這是一個能源和能源維護的問題。如果會議負責人不承擔設定邀請人們保持精力投入的精力水平的責任，那么與溫暖的毯子和鎮靜劑一樣，該會議也有很多激發創意的機會。如果與會者感到自己有能力甚至有權脫離接觸，并讓自己的精力驟減-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).

這并不意味著開會的人必須搖動卡拉OK機，戴上高高的帽子，并宣揚“在美國出生”。更重要的是要意識到每個房間和每個組都有能量，并且可以（或必須）對能量進行操縱（如果不響，請參閱第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.

會議的另一個大問題是溝通的基本問題。在糟糕的會議中無法正常工作的很大一部分是人們不愿意做出貢獻。那個會議室的腦袋里可能有一些很棒的主意，但它們從未被表達出來，因為人們不覺得自己有參與進來的利益。

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.?

人們在會議上沒有買賬的原因有很多。有些人認為，僅僅通過露面就可以履行工作場所的義務。一些會議負責人可能無法傳達會議的焦點，或者可能會因過于隨意而交流過度，這兩種情況都可能切斷了真正參與的機會。

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.

然后是溝通中最常見的障礙，我們的老朋友恐懼-害怕判斷，害怕拒絕，害怕做錯事，害怕看起來像個傻瓜。人們可能會感到一種氣氛，如果他們大聲疾呼，就會受到嚴厲的評判，也許是那些在公司層級中處于較高地位或地位的人。正如我們在上一章中所討論的，一整間會議參與者可以如此敏銳地意識到會議桌旁每個人的狀況，以至于每個人都在防守：無論會議室中最有權力的副總裁認為，這都是正確的選擇，所以讓我們所有人都點頭并繼續吧。

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.

有時，這些恐懼不僅僅是“氣候”的結果。它們可能基于實際經驗。如果某人在會議上打了個比喻拍手，說出的話與老板或公司的理念不符（“這個想法太過分了。讓我們集中精力解決這個問題。記住我們的預算參數”） ），該人將記住該耳光的刺痛，因此不愿再說出來。此外，見證了對表達想法的負面反應的其他人也不會想要大聲疾呼，因為他們不希望同一件事發生在他們身上。

?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.

不愿暴露于負面后果不僅僅是工作習慣的問題。這是一種植根于大腦科學的生存本能。5如果我們的核心反應減少到兩個基本本能（戰斗或逃跑），這種不愿大聲說出的心理等同于逃跑或，縮成一個房間角落的球。 。恐懼和地位擺在每個人思考的最前面，會議可能會令人沮喪，以至于窒息了任何內在動力。沒有人認為他們在游戲中有任何皮膚，因此他們認為盡最大努力是沒有意義的。

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.?

解決方案非常簡單，就是在該會議室中創建一種文化，在這種文化中，溝通是開放的，每個人都希望有所作為。當然不能與辦公家具一起訂購這種文化。這是做出選擇的結果，并且付出了很多努力才能實現這些選擇。在工作場所利用即興演奏的選擇主要是使真實，誠實的溝通成為重中之重的選擇。

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.?

這種選擇可以幫助創造一種人們渴望（熱情地）貢獻和成功的文化，而不是人們甚至不想嘗試的一種文化，因為人們被教導不要嘗試。集思廣益，這種文化是通過集中應用我們已經討論過的一些技術來創建的：“是的，是-”，推遲判斷，選擇建設性的精力和態度，并根據以下內容設計一個管理良好的發散性和聚合性思維過程問責制。

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.

這些技術可以使協作，頭腦風暴團隊的各個成員感到與他們交談而不是在交談，這一切都與眾不同-聽起來雖然很小，但實際上可能是在一次會議中取得重大成果與這些會議中的一個僅嚴重引起另一次會議的需要。

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:

正如我一再強調的那樣，有效的即興創作不是某種抽象的，費勁的，讓我們手握和跳過罌粟花田的哲學，而是一種簡單，誠實，結果驅動的溝通方式。對于構思尤其如此，在此期間，即興創作技術的應用不僅會導致一群笑臉人，而且還會導致一群笑臉人共同努力產生一個有用的，可盈利的，殺手級的想法。您如何想到這個好主意？我謹此提交以下有關成功構想的指南-有效頭腦風暴法則：

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.

1.參與（或去做你想做的事情）。

2.擁抱“是，然后。。。

3.推遲判斷（在特定時間段內）。

4.暫停批判和過度分析。

5.玩得開心，慶祝荒謬的想法（記住，這是關于這里的想法的數量）。

6.保持精力充沛和專注。

7.支持小組中的每個人（100％參與，100％參與）。

8.給予并享有發言權。

9.保持積極。

10.使彼此負責以遵守規則。

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.

當然，上述某些說起來容易做起來難，所以讓我們深入河中淘金。

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.

如果確實存在有效進行頭腦風暴的“法律”，那么有人必須執行這些法律。那將是構想會議的負責人。也許毋庸置疑，成功的頭腦風暴始于有效的領導，但我還是要說：成功的頭腦風暴始于有效的領導。消除認知障礙的創造力必須來自領導才能。自由構思和公開分享想法的起點是理解房間的動態是自上而下建立的。為什么？因為領導者有權要求每個人都致力于這一過程，并且能夠指導團隊取得成功。領導者需要在精神上和身體上體現他或她希望看到的精神在團隊中的體現。

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.

一個錯誤的假設是，簡單地召開會議并將每個人都聚集在一個房間中一定的時間，實際上可以完成任何事情。此外，對于領導者和與會人員來說，假設會議室中的每個人都收到了要召開會議的備忘錄，這是一個可怕的錯誤，他們都知道為什么會在這里。如果您作為領導人希望會議切實進行，請制定法律。領導者需要明確，簡單地陳述會議需要完成的事情以及所有參與者的期望。需要設置一個明確的時間限制，以便人們知道如何調整自己的能量（可以在短短的10-30分鐘內完成大范圍的頭腦風暴）。技術應該被禁止—會議是關于存在，參與和聯系的。

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.

管理基于即興創作的頭腦風暴會議的“法律”是具體的，需要在每次會議的開頭重申。我贊成的指導方針簡單明了。希望房間中的每個人都能參與并提出想法。不參加不是一種選擇。團隊成員不應讓自我編輯阻止他們表達想法。早期失敗，經常失敗。陷入困境的成員正在做出自私的選擇，只想著自己，只會給一個團隊帶來有限的價值。如果頭腦風暴是在淘金，那就不要為冷水而煩惱。

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.

也不要試圖to腳到河里。去炮彈。快速上水，將那些想法發揚光大。一旦每個人都沉浸在水中，被拋棄的每個想法都將不僅被接受，而且會被熱情地接受，就好像這是任何人聽到的最好的想法一樣。每個其他團隊成員都必須對每個團隊成員提供支持。您在這里淘金，所以它等于您可以從河中抽出的數量（想法的數量），而不是試圖從移動的水中抽出一小撮污垢。保持個人和團體的意識和尊重：一次發言，鼓勵團體中的每個成員參與。

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.

請記住，團隊的集體意識比任何個人（包括領導者）的集體意識都要強。然后，參與者需要致力于該過程，并保持精力充沛-領導者也應同樣平等。應鼓勵所有人與其他團隊成員進行目光交流，以吸引團隊參與。當會議中的大多數人都遵循這些合作規則參加會議并參加會議時，就會產生一定程度的積極合規壓力，以使沒有人愿意成為一個不致力于該過程且不愿意參與該過程的人在河里玩。