From: L. Michael Hall                                
2016 Meta-Coaching Support: Morpheus #10
March 12 2016 （2016 年 3 月 12 號）

If you think one-to-one coaching is challenging, and that in the Meta-Coaching System we have an extensive list of skills and sub-skills (nearly 100 sub-skills for the basic 7 skills), then take a look at all of the skills and sub-skills which we have set out for Group & Team Coaching.  There are many, many, many more skills!  This reflects the challenge when you move from individual coaching to group coaching.  Now the amount of focus you have to maintain multiplies exponentially.  In addition to that there are also additional skills to learn: framing, governing, opening and closing a meeting, and challenging.

如果你認爲 1 對 1 教練是富有挑戰的，以及大成教練系統有大量的技能和子技能清單（7 個基本技能和將近 100 子技能），請看看我們爲團隊教練所設計的技能和子技能。那裏有更多，更多的技能！所以當你從個人教練到團隊教練時，你可以看到這裏所投射的挑戰。你要保持的專注是乘上倍數的指數。外加還有其他技能要學習的：設框，管制，開場和結束會議以及挑戰。

Now over the past 3 years, the process of the training of Group and Team Meta-Coaching has developed into two parts.  This is the current program for Group & Team Coaching:

過去三年，培訓團隊教練的進程已經發展到兩個部分。這是團隊教練的現有課程：

Part I: The Training of the Skills for Coaching a Group.   In those three days we focus first on the individual psychology that comes into the group, then on group dynamics present in the group, then on the skills and the nature of conflict in a group.  Then you experience group experiences 14 times as you learn the various “slices” of skills and knowledge about groups.

第一部分：教練團隊技能的培訓

我們花三天時間專注在團隊裏所帶來的個人心理學，接著團隊裏的團隊動態，然後團隊的衝突本性和技能。當你學習團隊的知識和許多「部分」的技能，你也會體驗到 14 次的團隊經驗。

Part II: The Integration into Practice of the Group Coaching Skills.  The “parts” of group coaching learned in Part I are here pulled together in Part II and unified as we do complete Group and Team Coaching sessions.  The second part invites you to learn to think and work systemically with a group.  You get practice in anticipating the Group and Team Structure.  Sometimes you are inside the groups, sometimes as part of the audience watching, sometimes as you participant in learning the benchmarks for effective group coaching.

第二部分：結合團隊教練技能當我們進行完整的團隊教練節時，這時候會結合第一部份裏所學到的「部分」團隊技能。第二部分邀請你學習團隊思考和整體性運作。你會練習預期團隊結構。有時候，你處在團隊裏面，有時候是當觀衆，有時候你學習做有效團隊教練的打分員。

Last week we completed the Assessment in Jakarta, Indonesia.  We had 43 for the 3-day training and 17 for the last 4 days, and 10 of them sat for assessment, six reached the competency level. Those who did not pretty well knew that they would not because they had also not reached the competency level of ACMC.  So they struggled with the core skills of state induction and meta-questioning.  They will set for assessment again next year in Bali after the ACMC.  What I think became obvious to all is why we have set ACMC and the core skills as prerequisite for GTMC.

上周我們在印度尼西亞的雅加達完成打分。我們的 3 天培訓有 43 位學員以及最後 4 天有 17 位學員，其中 10 位學員被打分，有六位學員過關。那些沒有過關的學員知道自己不會過關因爲他們都還沒達到 ACMC 的技能。他們還在爲狀態誘導和大成提問的核心技能掙扎。明年他們會在巴裏島再次被打分。這就是爲何我們要把 ACMC 和核心技能作爲團隊教練的先决條件。

Now what is fascinating is the psycho-drama that occurs on the stage with the group sessions.  At first I thought that since these are “role plays,” they may not provide the coach sufficient challenge or may not be realistic enough to prepare a person for real life.  How wrong I was!  Participants here, as in the previous assessments, step into the roles and within minutes they “lose frame,” and then reality hits the coach: disagreement, conflict, stubbornness, crosstalking, etc. — all of the things that happen in groups “out there in the real world.”

使人魅惑的是發生在團隊節時的心理-戲劇。起初，我以爲那只不過是「角色扮演」他們可能沒有提供給教練足够的挑戰或可能不够真實讓他準備好真實的生活。我錯了！這裏的學員，如同之前的評分，進入角色幷在幾分鐘內「失去框架」，然後真實性打擊到教練：不同意，衝突，頑固，互相指責等等，所有發生「在外在真實世界」的事情也都出現在團隊裏了。

When you come to this training, whether to be in the audience or as one to be given a group for 45 minutes and a task to achieve, the Group & Team Psycho-Drama during that last 3 or 4 Days is a very dramatic learning experience.  You will learn about how to think strategically about group coaching.  That’s because we keep asking the same questions over and over to the coach handling the group:

當你來到這樣的培訓時，不管你是觀衆或 45 分鐘組員以及要達成任務，過去三或四天的團隊心理戲劇可真是一種非常戲劇化的學習體驗。你會學習對于團隊教練要如何策略性思考。那是因爲我們不斷重複提問以下問題給管理團隊的教練：

∙           What kind of a session will this be?

這將會是甚麽樣的教練節？

∙           What is the nature and structure of this kind of session?  這種教練節的本性和結構是甚麽？

∙           What state can you anticipate that people will be in?  你預期他們會處在甚麽樣的狀態？

∙           What could go wrong?

甚麽東西會出錯？

∙           What frames to set to manage what could go wrong?

要設定甚麽框架來管理會出錯的東西？

In Jakarta during the first day, I gave feedback to the Group Coach and I did that until the audience of Meta-Coaches began picking up on what I was doing— what I was focusing on and highlighting.  Then they began contributing to the feedback and were able to see when and where the skills were used or not used.  After that came the debriefing on the structure of the session, the kind of session, and what a person could do to make the group and team coaching more effective.

第一天在雅加達，我給予團隊教練反饋直到大成教練們的觀衆抓到我在做的事情，我在專注和强調。接著他們開始對那些反饋有所貢獻幷能够看到何時及何處可以使用那些技能。接著報告教練節的結構，種類以及要如何做到使團隊教練更有效率。

We have two more of these trainings this year— all 6 or 7 days that include both parts.  In May we will be in Sweden and in August we will be in Mexico.  Come and join us!

今年我們會有兩個這樣的培訓，兩個部分共 6 或 7 天。我們 5 月在瑞典，8 月在墨西哥。來加入我們吧！

翻譯：方秀紅
注：如翻譯有誤解原意，純屬翻譯者對內容的誤解。內容還是以原文爲准。