Merge pull request #78 from martinliu/15-15-reports

15 15 reports

content/posts/10-for-10/index.zh-cn.md

@@ -1,17 +1,16 @@
 ---
 title: 10对10头脑风暴
+subtitle: 终极头脑风暴（只需10分钟！）
 author:
   name: 译者-刘征
   link: https://martinliu.cn
   email:
   avatar:
-description: 终极头脑风暴（只需10分钟！）
 date: 2023-11-05T10:02:43+08:00
 keywords: 头脑风暴
 categories: 
   - options
-
-subtitle: 终极头脑风暴（只需10分钟！）
+description: 终极头脑风暴（只需10分钟！）
 tags:
   - ideate
 resources:
@@ -20,7 +19,7 @@ resources:
   - name: featured-image-preview
     src: 10-for-10-by-aj-smart-1-.webp
 ---
-
+<!--more-->
 * 难度： 容易
 * 人数： 最少 2 人
 

content/posts/15-5-reports/index.zh-cn.md

@@ -1,101 +1,106 @@
 ---
-templateKey: practice-page
-title: 15/5 Reports
-subtitle: Reporting for people who don't have time for reports
-date: 2021-06-04T11:06:35.789Z
-authors:
-  - tom-geraghty
+title: 15/5 报告
+subtitle: 适合没有时间写报告的人的报告
+date: 2023-11-19T21:31:56+08:00
+draft: false
+author:
+  name: 译者-刘征
+  link: https://martinliu.cn
+  email:
+  avatar:
+description: 适合没有时间写报告的人的报告
+keywords:
+license:
+comment: false
+weight: 0
 tags:
   - methods
-categories: 
+categories:
   - foundation
-icon: /images/person-pencil.jpeg
-whatIs: >-
-  Originally created by Yvon Chouinard, founder of the clothing brand Patagonia,
-  and inspired by the Scrum standup questions, 15/5 reports are a great way to
-  keep a regular pulse across teams and organisations. They should take no more
-  than 15 minutes to write, and no more than 5 minutes to read.
-
-
-  When you create a weekly cadence of 15/5 reports, you can use them to inform 1-1 meetings you have, and it helps you report up and across to other team leaders or managers.
-whyDo: >-
-  Ensuring that everyone knows what's going on in an organisation can be hard.
-  None of us want to spend lots of time writing or reading reports, but only
-  communicating verbally can take a lot of time and risk losing granularity or
-  accuracy of information.
-
-
-  Many people find it easier to communicate in written form, because it gives them more time to think about what they're saying and how to say it. 
-
-
-  By using weekly 15/5 reports, people know there's always a space to report anything good, bad, or interesting.
-howTo: >-
-  You will probably want to use different questions to the below, and you should
-  also evolve your questions as you and your teams evolve too.
-
-
-  Use the below as a starting point though, and see how you get on. There should be around three "mandatory" questions (though people are free to state "I have nothing to report on", or similar) and you can include a few optional questions that add extra context and ideas.
-
-
-  It can be useful to ask people to have 15/5 reports to you for the end of the week, a Friday morning, for example. This means you have time to digest them before the weekend. Choose the timing and cadence that works best for your team. Suggest to your team that they don't wait until the day to write them - instead, make notes through the week, and then writing it should be really easy - because you already know what to write.
-
+hiddenFromHomePage: false
+hiddenFromSearch: false
+summary:
+resources:
+  - name: featured-image
+    src: person-pencil.jpeg
+  - name: featured-image-preview
+    src: person-pencil.jpeg
+toc: true
+math: false
+lightgallery: false
+password:
+message:
+repost:
+  enable: false
+  url:
+
+# See details front matter: https://fixit.lruihao.cn/documentation/content-management/introduction/#front-matter
+---
 
-  Even if you have around ten or more people sending reports to you, this is a very effective method of ensuring you can support your team in the best way possible, and can keep yourself and the rest of the organisation informed about progress, challenges, and opportunities.
+<!--more-->
+## 定义
 
+15/5报告最初由Patagonia服装品牌创始人Yvon Chouinard创建，灵感来自Scrum每日站会的问题，是保持团队和组织定期脉搏的一种很好方式。撰写这些报告的时间不应超过15分钟，阅读时间不应超过5分钟。
 
-  Be sure to respond to every report - even if it's a quick acknowledgement and thanks - because it can be very demotivating for people to write these without receiving a response.
+当您建立了每周提交15/5报告的习惯后，您可以在1对1会议中使用它们，并帮助您向其他团队领导或经理报告情况。
 
+## 使用场景
 
+确保每个人都了解组织中发生的事情可能很困难。我们都不想花很多时间撰写或阅读报告，但仅通过口头沟通可能需要很多时间，并存在失去信息细节或准确性的风险。
 
+许多人发现以书面形式交流更容易，因为这给了他们更多的时间思考他们要说什么以及如何表达。
 
-  Example questions:
+通过使用每周的15/5报告，人们知道总有一个空间可以报告任何好的、坏的或有趣的事情。
 
+## 如何操作
 
-  **What are your main achievements this week? What are you most proud of or satisfied with?**
+您可能希望使用不同的问题，而且随着您和您的团队发展，您还应该不断发展您的问题。
 
+尽管人们可以自由陈述“我没有要报告的内容”等，但您可以将以下问题作为起点，看看效果如何。应该有大约三个“强制性”问题，并且您可以包含一些可选问题，以添加额外的背景和想法。
 
-  This question means the report starts with highlighting success. And people should be encouraged to add non-work achievements too.
+要求人们在周末结束前（例如星期五上午）向您提交15/5报告可能会很有用。这意味着您有时间在周末前消化它们。选择最适合您的团队的时间和节奏。建议您的团队不要等到当天才写报告 - 取而代之的是，通过一周做笔记，然后写报告应该会很容易 - 因为您已经知道要写什么了。
 
+即使有大约十个或更多的人向您发送报告，这仍然是一种非常有效的方法，可以确保您以最佳方式支持您的团队，并可以让您和组织的其他人了解进展、挑战和机会。
 
-  **Is there anything worrying or concerning you in or outside of work?**
+确保回应每份报告 - 即使只是简短的承认和感谢 - 因为如果人们没有得到回应，这可能会让他们在没有得到回应的情况下写这些报告感到非常泄气。
 
+示例问题：
 
-  This is a really important question. You can address these concerns in your 1-1s, and if multiple people raise the same concern, you can get in front of it before it becomes too big.
+1. 本周您的主要成就是什么？您最为自豪或满意的是什么？
 
+   这个问题意味着报告从突出成功的地方开始。人们应该被鼓励添加非工作方面的成就。
 
-  **How are you feeling, and what is the morale of your team around you?**
+2. 有什么在工作内外让您感到担忧或关切的事情吗？
 
+   这是一个非常重要的问题。您可以在1对1会议中解决这些问题，如果多人提出相同的担忧，您可以在问题变得过大之前解决它。
 
-  This question may take weeks or months before people begin to answer honestly and safely, but it's really important. This is one of the key ways you can keep a pulse on the team culture and morale.
+3. 您目前的感觉如何，您周围的团队士气如何？
 
+   这个问题可能需要几周或几个月，人们才会开始诚实而安全地回答，但这非常重要。这是您保持团队文化和士气脉搏的关键方式之一。
 
-  **Is there anything I could be doing better, differently or more of that would help you?**
+4. 有什么我可以做得更好、不同或更多，可以帮助您的吗？
 
+   作为领导者，不断而一贯地要求反馈是很重要的。虽然您可能不会每周都收到重大的反馈，但定
 
-  As a leader, it's important that you constantly and consistently ask for feedback. Whilst you might not get any significant feedback every week, asking regularly helps to provide the space to do so. Ensure that you react positively to any feedback you get, and act on it.
+期提问有助于提供提供空间。确保您对收到的任何反馈做出积极的反应，并对其采取行动。
 
+可选问题：
 
-  **Optional questions:**
+1. 您在哪些方面面临挑战或障碍？
 
+   这是改善生产力和流程的机会。作为领导者，您的工作很大一部分涉及确保您的团队能够顺利工作，没有任何妨碍。
 
-  **Where are you facing any challenges or blockages?**
+2. 您想要改变工作环境、团队或组织的什么地方？
 
+   这个问题会带来一些很好的想法，特别是如果您经常提问的话。确保尝试采纳您收到的任何建议。
 
-  This is your opportunity to improve productivity and process. As a leader, a huge part of your role means ensuring that your team can work without anything getting in their way.
+## 扩展资源
 
+* [15/5 Reports - How Patagonia's Roving CEO Stays in the Loop](https://www.inc.com/leigh-buchanan/patagonia-founder-yvon-chouinard-15five.html)
+* [15/5 Template from Brandvines](https://brandvines.com/wp-content/uploads/2013/06/5-15-for-Sample-Report.pdf)
 
-  **What would you change about the work environment, the team, or the organisation?**
+原文作者：Tom Geraghty
 
+![](https://github.com/tom-geraghty.png)
 
-  Some great ideas come out of this question, especially if you ask it often. Be sure to try to act on any suggestions you receive.
-mediaGallery:
-  - link: https://cdn.britannica.com/09/157609-050-54CC600B/person-pencil.jpg?w=400&h=300&c=crop
-resources:
-  - link: https://www.inc.com/leigh-buchanan/patagonia-founder-yvon-chouinard-15five.html
-    description: 15/5 Reports - How Patagonia's Roving CEO Stays in the Loop
-    linkType: web
-  - link: https://brandvines.com/wp-content/uploads/2013/06/5-15-for-Sample-Report.pdf
-    description: 15/5 Template from Brandvines
-    linkType: web
-participants: []
----
+原文链接：<https://openpracticelibrary.com/practice/15-5-reports/>

content/posts/5-elements-canvas/index.zh-cn.md

@@ -1,13 +1,13 @@
 ---
 title: 5 元素画布
-subtitle: Building empathy and collaboration between silos to solve complex problems.
+subtitle: 在不同部门之间建立同理心和合作，以解决复杂问题。
 date: 2023-10-07T08:09:43+08:00
 author:
   name: 译者-刘征
   link: https://martinliu.cn
   email:
   avatar:
-description: Building empathy and collaboration between silos to solve complex problems.
+description: 在不同部门之间建立同理心和合作，以解决复杂问题。
 keywords:
 license:
 comment: false

content/posts/abstraction-ladder/index.zh-cn-bk.md

@@ -0,0 +1,91 @@
+---
+templateKey: practice-page
+title: Abstraction Laddering
+subtitle: Reconsider a problem statement by broadening or narrowing its focus
+date: 2021-03-30T18:10:19.767Z
+authors:
+  - heyjerrybecker
+tags:
+  - value
+categories: 
+  - discovery
+icon: /images/abstraction-ladder-example.jpeg
+whatIs: Abstraction Laddering is a problem-framing activity that has
+  participants reconsider problem statements by broadening or narrowing its
+  focus. Participants brainstorm and explore "why" and "how" statements
+  generated from the initial problem statement in order to explore context,
+  possibilities, and potentially reframe the original problem statement to one
+  that is more compelling or broader in nature.
+whyDo: Taking time to explore a given problem statement can help you reframe the
+  statement in a way that better lends itself to innovative thinking. Of course,
+  sometimes at the end of this activity it is decided that the original problem
+  statement was the best, and in that case you at least explored other options
+  to validate the current wording. But in many cases, the problem statement is
+  reworded or reframed in a way that broadens the aperture of creative
+  solutions, allowing for more ideas and increasing the creative potential of
+  your solution.
+howTo: >-
+  **Steps to facilitate this practice:**
+
+
+  "**Why" Framing**
+
+
+  1. Identify an initial problem statement
+
+  2. On a whiteboard or digital whiteboarding tool (if facilitating remotely), draw a ladder with multiple rungs. If facilitating in person, ensure each participant has a pad of stickies and a sharpie
+
+  3. Write your initial problem statement in the middle rung
+
+  4. Ask the group to write down 3 reasons as to WHY this is a problem, with each reason on its own stickie
+
+  5. Cluster stickies that are similar together on the board and present them to the group. Reword clusters with a new stickie to captures the problem statements at a level that captures the essence of all stickies in that cluster
+
+  6. Give the group 3 dots and have them vote on which problem statements they like the most
+
+  7. Place the top 3 stickies on the next rung of the ladder
+
+  8. Repeat steps 4 through 7 for the new problem statements 2 more times
+
+
+  **"Causality" framing**
+
+
+  1. Going back to the original problem statement, ask the group to write down 3 things that answers the question "what problems does this cause?"
+
+  2. Cluster stickies that are similar together on the board and present them to the group. Reword clusters with a new stickie to captures the problem statements at a level that captures the essence of all stickies in that cluster
+
+  3. Give the group 3 dots and have them vote on which problem statements they like the most
+
+  4. Place the top 3 stickies on the next rung of the ladder
+
+  5. Repeat steps 1 through 4 for the new problem statements 2 more times
+
+
+  **Problem Statement Selection**
+
+
+  1. By now, you have a myriad of related problem statements that range from the more abstract (at the top of the ladder) to more concrete (at the bottom of the ladder). In a final vote, have each team member select which problem statement they think is most worth solving in order to generate the biggest impact. 
+
+  2. Take the top-voted statement and now you're ready to ideate solutions!
+mediaGallery:
+  - link: https://www.youtube.com/watch?v=1gOt5ggmQVQ
+  - link: https://miro.medium.com/max/700/1*kY6LkR83TppZyJKTg1tMnw.jpeg
+  - link: https://miro.medium.com/max/700/0*WWZkgUrui1QzkE8N.jpg
+resources:
+  - link: https://medium.com/the-conversation-factory/using-abstraction-laddering-how-to-build-the-right-question-and-stick-to-it-c0efb012248e
+    linkType: web
+    description: "Using Abstraction Laddering: How to Build the Right Question and
+      Stick to it"
+  - link: https://medium.com/@tombarrett/up-and-down-the-ladder-of-abstraction-cb73533be751
+    linkType: web
+    description: Up and Down the Ladder of Abstraction
+  - link: https://www.mural.co/templates/abstraction-laddering?utm_medium=paid-search&utm_source=adwords&utm_campaign=201101-Templates_-_Facilitator_Superpowers&utm_adgroup=Templates_-_Business_Model_Canvas&utm_campaign_id=11208697402&utm_content=&utm_adgroupid=110300560016&gclid=Cj0KCQjwmIuDBhDXARIsAFITC_4HvAlkNxU62JIpCkiz435JiymWZJ9JT1958Ym1F6Rd3bSYj21Pv9caAsd0EALw_wcB
+    linkType: web
+    description: Abstraction Laddering Mural Template
+people: 1-6
+time: 30-60 min
+difficulty: easy
+participants:
+  - Product Team
+---