But it is a technique that is useful primarily for the "generate alternatives" step in decision making. 但是它对作出决议的“产生选择”最初环节里有用。Yet I've seen people use the technique at many other steps in the process. The participants will obediently generate all kinds of answers, but then nobody will know what to do with these answers because they don't seem to be contributing to resolution. 然而我已经见到人们在其他很多的环节里也用到，参与者将顺从地产生各种各样的答案，但是没人知道对于这些答案如何去做，因为他们看起来不像对解决问题有帮助。 In fact, they seem to be taking you back to an earlier step in the process (they are).事实上，他们看起来像是将你带回最初的阶段。

Here's a quick summary of some of the issues at each step in the decision making process, and some of the useful group process techniques for each step:这里有些关于在制定决策的每个环节的总结和一些有用的团队流程技能：
Define the Problem or Opportunity定义问题或者机会
The biggest problem with this step is to get people to do it! 这个环节的最大问题是让人们去做！Groups have an amazing capacity for skipping over problem definition and going straight to thinking about possible solutions. 团队有一种神奇的力量跳过问题去定义和继续思考解决问题的可能性。Not only do they go straight to solutions, they go straight to the solutions they already know how to do, (e.g. if your company makes widgets, you'll assume that the solution to the problem is to make a widget).不但止他们直接去解决，他们直接去解决他们已经知道的（例如，如果你的公司是做饰品的，你将假设去解决制作饰品的问题）。

The problem with this behavior is that you are likely to come up with a truly wonderful solution to the wrong problem, or you don't think through the fundamental issues so you come up with something that is just a patch on top of prior patches.
这个行为的问题是你有可能准备给错误的问题很好的解决方法，或者你没有彻底想清楚基本的问题所以提供的东西像个补丁。
Here are a few techniques for helping groups define problems:
这里有些技能帮助你团队定义问题：
Force Field Analysis: Have the group brainstorm two lists: (1) forces that are "driving" for change; (2) forces that are "restraining" change. Then discuss strategies to eliminate the restraining forces and capitalize on the driving forces.
说服力分析：做两个团队集体讨论的清单：（1）说服力是改变的驱动；（2）说服力是改变的约束。然后讨论对策去排除约束的力量和利用力量的驱动。

Relationship Diagrams: Write a short statement of an issue or problem on a card (or large post-it) and stick it on a blank wall. 图表关系：在卡片上写一个争议和问题简短说明和贴在白墙上。Give everyone cards and ask them to identify the factors that affect the issue or problem, writing one idea per card (big enough so that they are easy to read). 给每个人一个卡片和问他们识别对争论和问题的的影响因素，在每个卡片上写上一个构思（足够大的卡片方便他们阅读）。Move the cards around so that the factors that are related to each other are located together. Analyze the relationships. Use colored tape or strings to show cause-effect relationship. Those cards that are most often seen as being a cause (have the most tape or strings attached) are more likely to be the root cause of your problem.传递这些卡片所以那些因素关系到每个人而联系在一起。分析这些关系。用一些涂有颜色的绳子去展示因果关系。那些卡片最经常被看作为起因（有很多绳子）最可能是问题的根源。

Immersion: Hold the session in a facility that permits the group to move around, break off into small groups, or even work alone. 浸泡：保持会议在便利中而允许团队流动，中止进入小团队或者孤身奋战。Before the team gathers, create a "high stimulus" environment containing anything that might be related to the issue -- articles, books, pictures, (even toys that can be used to diagram or model ideas, e.g. Tinker Toys). 在团队集合前，建立一个包括任何事物—艺术品，书籍，图画，（甚至玩具都可以用在图表或者模型构思，例如廷克玩具）的“亢奋”的环境。Break into small groups and ask small groups to prowl through any of the materials they want. Give them a time deadline to report back anything they've found that might apply to the problem. After the reports, agree on promising trends and give teams new assignments related to those trends. Only after you've totally immersed yourselves in thinking about the problem from many different perspectives does the team try to reach agreement on the problem definition.闯进小团体请求他们寻求物质需要。给他们一个期限汇报他们发现可能对解决问题有帮助的任何事情。在汇报后，与（他们）达成一直的前景希望，并给予他们关于这前景的新的任务。只有在你完全沉浸在从不同角度思考问题，团队试着在问题定义上达成一致。

Invent the Problem: After "immersion," state the problem as if you know the outcome, but just don't know how you got there. For example, a car rental executive might say: "Picture this. You've got no central reservation system and things are running very well. The workload is up but costs are way down. How did you do it?"
创造问题：在“浸泡”之后，好像知道结果一样陈述问题，但是仅仅不知道怎样做到。例如，一个汽车出租管理员说“拍摄这个，你已经没有中央分车带系统并且所有东西都很好工作，工作量上升但成本却减低，你是怎么做到的？”

Generate Alternatives产生选择
The real challenges during this step are to: 1) help people suspend judgmental ways of thinking; 2) help people get out of old ways of thinking about the problem, and 3) separate ideas from personalities (If Bill has identified 10 ideas, no particular idea is so associated with Bill that people feel a need to support or oppose the idea because it is Bill's).
在这个步骤中真正的挑战是：1. 帮助人们停止不客观的思维；2. 帮助人们脱离习惯的思维思考问题，3. 将构思和个人色彩分离（如果比尔盖茨鉴定10构思，没有特殊的构思是和比尔盖茨这样的联系，那人们感觉需要支持或反对构思因为这是比尔盖茨的）

Most people who work in the creativity field stress that people need to be in a playful, even joyous, mood to be optimally creative. 很多从事创造行业的人逼于压力而需要变得近乎游戏性，甚至高兴，心情变得理想的创造力。 Some R&D companies even provide water guns, have toys on all the meeting room tables, encourage food fights – anything to get people out of being too adult. 一些研发人员同伴甚至配备水枪，有些玩具摆在会议桌上，鼓励勇气的物质—任何东西不会让人们感到压抑。

Here are a few of the simpler techniques for generating alternatives:这里有些关于产生选择的简易技巧：
Brainstorming: Get people to generate lots, and lots, of ideas. List them all on a flipchart or whiteboard. 集体讨论：让人们产生很多很多的构思。把他们记录在快速浏览图或者白板上。Don't permit any evaluative comments (even positive ones). 不轻易承诺任何评估的意见（甚至确实存在的）。The creative ideas are likely to come after you've flushed out the old ideas, so push for quantity.建设性的构思很可能在你摆脱旧思想束缚之后，所以推动为量变。

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