【商業智慧】提高會議效能：認識三大類會議協作模式 Enhancing meeting effectiveness: three types of collective Interactions

在現代商業環境中，實時的虛擬會議科技多不勝數，雖然這些技術能使溝通更便捷，但在實際協作中卻面臨更多挑戰，例如參與度下降，導致可用在重要和創新活動的資源和時間都被浪費。

麥肯錫（McKinsey）在2022年發表的一項調查顯示，80%的管理人員正考慮或已進行會議結構的調整，以應對新冠疫情。大部份受訪的管理人員都認為，一些無意義的互動耗費太多會議時間，導致資訊過量，並減低他們的精力。

為提升協作效果，我們可以將會議分為三類並作出相應調整：

1. 決策會議：持份者需共同解決複雜的問題，並作出決策。管理人員必須明確制定決策權和問責標準。在許多情況下，讓更多人參與決策過程是有幫助的，但並非所有參與者都應該是決策者。事實上，在大多數情況下，讓一個人成為唯一決策者會更有效。
2. 創意解決方案與協調會議：旨在推動創新及完成新產品，目標是要找出創新方案，協調行動及收集員工的意見。透過賦能及指導員工，能促進企業的創造力。
3. 資訊分享會議：旨在提升員工對重要事項的關注，鼓勵他們提問並給予解答。會議目的是要傳播資訊及解答疑問。以時間較短的會議（如15-30分鐘）取代冗長的單向會議，能夠使時間更精簡，而領導者應該選擇性地出席需要他們的會議。

目前，Netflix、Microsoft 和 Shopify 等企業已經實施了這些策略，結果顯示能明顯改善員工生產力和滿意度。透過專注於高質量的互動及賦能員工，企業便能夠推動業務表現，培育創新文化。

In today's business landscape, real-time virtual interaction technology is abundant, making communication easy but true collaboration challenging. The quality of engagement suffers, leading to wasted resources and time that could be better allocated to essential, creative activities.

A McKinsey survey disclosed that 80% of executives are considering or implementing changes to meeting structures and cadence in response to the COVID-19 pandemic. Many feel inundated by pointless interactions that sap their energy and result in information overload.

To enhance collaborative interactions, we need to categorise them into three types and make the necessary adjustments:

1. Decision making: Key stakeholders collaborate to resolve complex issues and make difficult decisions. The purpose is to address uncertain or hard choices and make routine decisions. Establish clear decision rights and accountability metrics. In many instances, it is advantageous to include multiple individuals in the decision-making process; yet, not all participants need to serve as decision-makers. Often, it is more effective to appoint just one person as the principal decision-maker.
2. Creative solutions and coordination: Drive Innovations and finalise new products. The purpose is to identify creative solutions, coordinate actions, and gather input or crowdsourced ideas. Cultivate open innovation by empowering employees and concentrating on high-quality coaching interactions. Empowerment entails providing both the tools and the appropriate level of guidance and involvement. 
3. Information sharing: Enhance awareness, encourage inquiries, and address them. The purpose is to disseminate information and respond to questions. Introduce shorter meetings (15-30 minutes), utilise alternative mechanisms that don't require superfluous gatherings for one-way information sharing, and make meeting time a scarce resource. Leaders should selectively participate in meetings, attending only those where they have a role in influencing the outcome.

Companies like Netflix, Microsoft, and Shopify have implemented these strategies, yielding significant improvements in productivity and employee satisfaction. By emphasising high-quality interactions and empowering employees, organisations can drive superior business performance and nurture a culture of innovation.