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ABOUT HKACE

Mission

To foster customer service excellence in Hong Kong and among members

Objective

1. To share best customer service practices among members and with other service sectors in Hong Kong and overseas

2. To pursue continuous customer service improvement among members

3. To promote the benefits of customer-focused culture in Hong Kong

4. To establish and maintain relationship with service excellence providers and advocates

5. To act as catalyst of positive changes and improvements in Hong Kong service culture

6. To interface with the Government of the Hong Kong Special Administrative Region on customer service matters and research findings

7. To advise the Government of the Hong Kong Special Administrative Region on customer service issues

FORWARD

Moving into the 9th year, the Association continues its effort in promoting quality customer service in Hong Kong. We strongly believe the movement of elevating the competitive edge of service industry rely on human power, therefore we continue our journey to explore the essence of building “Excellence Team” with “Infinite Power” in 2008.

Filled with success stories shared by renowned speakers on their best practices and innovative ideas on how to uplift customer service in our Quality Customer Service Seminars, we hope readers will benefit from their consolidated insights contained in this book, continue to excel customer service and be able to ride the storm together. Our book uses the metaphor of water that share the same phenomenon as team. Team and water exist everywhere, take various forms and shapes. It exhibits the infinite power of “TEAM” if managed carefully and properly.

Finally, I would like to take this opportunity to thank The Government of Hong Kong Special Administrative Region, Commerce and Economic Development Bureau for their continue support and sponsorship, with which we organized two Quality Customer Service Seminars in September and October. I would also like to thank all the guest speakers who shared with us their organizations’ best practices and personal managerial experience. Last but not least, all member organizations, training partners, supporting organizations, and the Executive Committee for their unfailing support and contribution, without which our recent achievements would not have been possible.

Thank you.

Quince ChongChairman of the Hong Kong Associationfor Customer Service Excellence

January 2009

ABOUT HKACE

FOUNDING MEMBERS

American International Assurance Company (Bermuda) Limited

Cathay Pacific Airways Limited

Centaline Property Agency Limited

CLP Power Hong Kong Limited

Dah Chong Hong (Motor Service Centre) Limited

Hewlett-Packard HK SAR Limited

The Hong Kong Jockey Club

Hongkong Post

The Kowloon Motor Bus Co. (1933) Ltd.

Motorola Asia Pacific Limited

PCCW Limited

Shell Hong Kong Limited

Standard Chartered Bank (Hong Kong) Limited

HONORARY PATRON

Mrs Rita LAU NG Wai-lan, JPSecretary for Commerce and Economic Development HONORARY ADVISORS

The Hon Mr James TIEN Pei-chun, GBS, JPChairman of Hong Kong Tourism Board

Mr Jack SO Chak Kwong, JP Chairman of the Hong Kong Trade Development Council

Mrs Selina CHOW, GBS, OBE, JP

Mr Allan CHIANG, SBS Chief Executive Officer, Hong Kong Design Centre Chairman of HKACE (2000-2006)

Mr Patrick WONG Partner, KEEP Consulting Limited Treasurer of HKACE (2000 - 11.2007)

Mrs Sandra MAKChief Executive OfficerA-World Consulting Limited

HONORARY COMPANY ADVISOR

PriceWaterHouseCoopers

ABOUT HKACE

CONTACT INFORMATION OF HKACE

Mailing addressGPO Box 8800 Hong Kong

Telephone(852) 8100 9978

Fax (852) 8100 9986

Email [email protected]

Websitewww.hkace.org

LIST OF EXECUTIVE COMMITTEE OFFICERSYEAR 2007 -2008

Ms Quince CHONG Director – Corporate AffairsChairman Cathay Pacific Airways Limited

Mr Buston CHU General ManagerVice-Chairman Dah Chong Hong (Motor Service Centre) Limited

Ms Pauline CHAN Assistant Vice President – Secretary Customer Relations PCCW Limited

Ms Cally CHAN General Manager Treasurer Technology Services Technology Solutions Group Hewlett-Packard HK SAR Limited

Executive Committee Member

Mr Jan Zen JIM Vice President, Agency American International Assurance Company (Bermuda) Limited

Mr Alex TANG Director (External Affairs) Centaline Property Agency Limited

Mr Simon SIU Senior Strategic Planner – Customer Service Planning CLP Power Hong Kong Limited

Mr Peter TSANG Head of Betting Services (Off-Course) The Hong Kong Jockey Club

Ms Margaret FUNG Senior Manager, Customer Service Hongkong Post

Ms P Y CHAN Head of Customer Service Department The Kowloon Motor Bus Co. (1933) Ltd.

Mr Alan SHAM Senior Manager, Customer Service, Hong Kong & Taiwan Mobile Devices Motorola Asia Pacific Ltd.

Ms Avis LAU Fuels Brand Manager - HK Shell Hong Kong Ltd

Mr Michael VRONTAMITIS Head of Customer Experience Management Standard Chartered Bank (HK) Ltd

ABOUT HKACE

ACKNOWLEDGEMENTS

This book would not be been made possible without the support and assistance from many individuals and organizations that have contributed their valuable time and shared their stories and lessons learnt.

LIST OF SPEAKERS

Mr Allan CHIANG, S B S Hong Kong Design Centre Chief Executive Officer Dr Chor Chiu LAU Government Flying ServiceSenior Air Medical Officer Mr LEUNG Kai Cheung and Miss Sara LEE Mr Tom LI DHL Global Forwarding (Hong Kong)Director – Air Freight and Customer Services Limited Mr Walter NG Maxim’s GroupGeneral Manager, Quick Service Restaurant and Catering Services

Mr Anders WONG SME Mentorship AssociationChairman

(In Alphabetical Order)

We would also like to thank the following project committee members of the Hong Kong Association for Customer Service Excellence who gave their time and support in taking part in this project and the production of this book:

PROJECT & PARTNERSHIP COMMITTEE

Ms Pauline CHAN Ms P Y CHAN Ms Margaret FUNGMr Alex TANG Mr Peter TSANG Mr Michael VRONTAMITIS

Excellent Team Infinite Power

1. Team for Organization Successes as Water for Life

1.1. Teams, like Water, exist in different Forms and Shapes, up, down and all around

1.2. Two sides of the Same Coin – what MAKES or BREAKS?

1.3. Teaming up for Mission Impossible

2. Great Teams in Action and Lessons Learnt

2.1. Teamwork within Oneself - Putting Left & Right Brains Together

2.2. How the Gear Wheel works for Success

2.3. Power of Cross-over of Different Roles in the Innovation Process

2.4. Delivering Value-added Solutions via Multi-disciplinary Project Teams

2.5. Turning Service Workers into Knowledge Workers

2.6. Bringing Service to where it is needed

2.7. Beyond the Organization - the Virtues of External Networks

3. New Paradigm in Team Building

3.1. Creating the Right Context in Support of High-performing Teams

3.2. Getting the Right People on the Bus

3.3. Enhancing Competencies - Team Leader as Educator, Coach and Facilitator

3.4. Achieving Service Excellence through Change and Sustainable Teamwork

4. Future Challenges for Building Effective Teams

4.1. Riding the Storm together- Team Miracles during Turbulent Times?

4.2. Universities and Businesses to join hands in Team Skills Development

4.3. Team-based Rewards and Team Building Efforts

4.4. Impact of Increasing Globalization and Unclear Boundaries

TABLE OF CONTENTS

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1 . Team for Organization Successes as Water for Life

1.1 Teams, like Water, exist in different Forms and Shapes, up, down and all around

Like water which is essential to all forms of life, TEAM is vital to the existence of all living social species. Teamwork started millions of years ago ever since the hunter-gatherer communities of early humans. This division of labor and collaboration had fueled the evolution of mankind and many achievements in history. Without water there could be no life, without teamwork human being would not exist as a social species. Water is the only substance which can be found naturally in either solid, liquid or gas state and exists everywhere in the world. From the oceans, water evaporates to form

clouds. Clouds condense into rain. From rain comes rivers and ground water, then flows back to oceans and starts the endless cycle again. Likewise, teams exist everywhere and take various forms and shapes ranging from:

♦ a pair of DJs, ♦ a small design & innovation unit,♦ a medium size catering service operation,♦ a global logistic service corporation with numerous branches worldwide,♦ a business venture to that of social purposes, and♦ a flexible virtual network to a complex matrix organization etc.

But, they have ONE thing in common – their success hinges heavily on effectiveness of teamwork.

Team building is also an on-going process. There is no perfect team per se; the best is an adaptive team that changes with circumstances. With ever-rising customer demand, rapid changes in external environment, surging up of new projects and coming and going of team leaders/members, team dynamic inevitably changes. Like the water cycle, team building is roundly and squarely a continuous journey.

Teams exist everywhere and take various forms and shapes.

♦

Team building is an on-going process.

♦There is no perfect team; the best is an adaptive team that changes with

circumstances.


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1.2 Two Sides of the Same Coin – What MAKES or BREAKS?

abrupt change of climate occurs, and sometimes, water gets rough and burst into floods and tsunami that cause disasters. If everyone in the world is to have enough fresh and clean water, it has to be carefully protected and saved from pollution and wastage.

Teamwork shares the same phenomenon. While collaborative efforts of mankind have brought civilization and affluence to modern world, with rising call for individualism and competitiveness, today teamwork has often become a lip-service or a fashionable buzzword that carries different meaning for different people. Nowadays, technological advancement and explosion of knowledge enables organizations to grow from one complexity to another resulting in massive and diffused structures and relationships. Yet, despite all latest advances, we still witness lots of wastage, ineffectiveness and exhaustion everywhere. Again, if managed properly, a TEAM can exhibit the great power of Together Everyone Achieves More, but if taken too lightly it could be disastrous and causing pain and sufferings and even down fall of many once very successful businesses.

This is why we are going back to the basic and refocusing on effective team building this time again.

Teamwork carries different meaning for different people.

♦

TEAM can exhibit the great power of Together Everyone Achieves More,

but if taken too lightly it could be disastrous and causing pain and

sufferings.

Opportunity and risk always go together hand in hand. While water is essential to our daily life, nurtures plants, paddyfields and forests, it also gives us joy and pleasure in many sports such as swimming, wind surfing, diving and skiing. Yet all too often we make it dirty and waste it. With continuing supply of and easy access to water, modern city dwellers have often forgotten water being a precious resource and polluted it with debris and chemicals before returning to nature. As we keep on upsetting the balance of nature,

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1.3 Teaming Up for Mission Impossible

In his book Teamwork: Multi-Disciplinary Perspectives (Ref. 1), Michael Bacharach defined a team as ‘a group of agents with a common goal which can only be achieved by appropriate combinations of individual activities’. Clearly, teamwork is defined in terms of achieving certain outcomes by people having the same goal. Flowing from this, the next question is what makes teamwork work? And, how the following practical issues could be addressed?

♦ What are the factors affecting the effectiveness and outcomes of team effort?

♦ Often people are assigned to teams, how about a member not willing to be part of the team in the first place?

♦ Can we learn to be team players and how?

♦ How can teamwork be maintained and sustained?

In search for high-performing teams and finding answers to those questions, we try to learn from the best practices of exemplary teams in town and see how their successes inspire us, and at the same time, enhancing our understanding on team building by drawing reference to the 4Cs model (Context, Composition, Competencies and Change Management) that put forth by the Dyers

(Figure 1, Ref. 2). Last but not least, we will examine some of the challenges that all of us will likely face in coming years and what the future lays for us if we are to achieve service excellence through effective teamwork.

Figure 1.

The Dyers’ 4Cs Model of Team Performance

2 . Great Teams in Action and Lessons Learnt

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2.1 Teamwork within Oneself – Putting Left & Right Brains Together

As applied in the design and innovation business, the notion of teamwork within oneself was raised by Mr Allan Chiang, a co-founder of the HKACE and currently CEO of the HK Design Centre. Central to his theme is getting our right and left brains working together. Scientists find that our left and right brains have distinctive but complementary functions while working together in a synergetic way.

In recent years, realizing the benefits of

integrating science with arts, universities and businesses are putting increasingly value towards artistic or right-brain training. Today, top business or design schools are moving towards multidisciplinary education which emphasizes interaction and cross-fertilization of students and faculty having diversified background and expertise. Similarly, in facing complex challenges of global business, strong EQ and creative thinking are being recognized as important traits of today’s business leaders

2.2 How the Gear Wheel works for SuccessThe success story of the once most popular pair of DJs of Radio HK, Michael Leung and Sara Lee, offers us important hints on how the pair works smoothly like a set of gear wheels that turn the morning radio show into source of happiness for the audience. Given the two artists having their own styles, synergy did not come easy. It was

Figure 2. Left Right Brain Functions

through rounds and rounds of mutual accommodation, tolerance, feedback, adjustment and appreciation that tacit trust and bonding was built.

As they have vividly described, like a pair of stockings and shoes, the two partners complement and well support each other. Tips for their seamless co-operation include:

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2.3 Power of Cross-over of Different Roles in the Innovation Process By applying the strategies proposed by Tom Kelley in his book The Ten Faces of Innovation (Ref. 3), Mr Allan Chiang of the HK Design Centre shared the success stories of leveraging the cross-over of different designers and artists in coming up with innovative brand/product designs. Furthermore, the Centre advocates extending the interface to the customer end by engaging customers and/or end-users to co-create, co-design and even co-produce products or services. The result is a fountain of creative new products and services beyond normal reach.

Indeed, within and beyond a company, there

are plenty of bright and capable people who could and would like to make a bigger contribution, but often unrecognized. If an organization could tap on this vast resource, it could make a big difference in customer service and bottom-line. Tom Kelly has identified ten roles that people could play in the development and implementation of new ideas, and unlike personality traits, people can switch roles, reflecting their multifaceted capabilities. The key is to recognize the potential of your employees and empower them to take on appropriate roles at the appropriate time. The ten roles are:

Learning roles

Anthropologist Experimenter Cross-Pollinator

observes and develops deep understanding on

things

tries out new ideas continuously

explores and extends the innovation to other settings

Organizing roles Hurdler Collaborator Director

faces up challenges and willing to bend the rules to

overcome obstacles

helps bring different teams together and work

towards multidisciplinary solutions

gathers a cast and crew and helps to spark their

creative talents

Team leader has to play the role of a SHOCK ABSORBER to fence off undue external influence especially from the top so that the team could freely exercise its best potential;

♦Social chemistry is particularly important for a small team with just a few people;

♦Always provide support to each other without claiming the credit; and

♦Don’t assume, frequent and direct communication to avoid any misunderstanding.


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Building roles

designs and impresses customers with

remarkable service experience

and touch points

creates a positive environment where

innovation team members can do their

best work

delivers customer care in a manner that goes beyond mere service

builds both internal morale and external awareness through

compelling communication

Experience Architect Set Designer Caregiver Storyteller

2.4 Delivering Value-added Solutions via Multi-disciplinary Project Teams

On top of the new horizon that cross-fertilization of ideas has brought in design and innovation, we have also witnessed the client experience excellence and extra miles that DHL HK has achieved through seamless co-operation amongst its cross-functional teams. According to Mr Tom Li, Director – Airfreight and Customer Service of the company, central to their pursue of excellence is a strong commitment to engage their customers and vendors in deriving the best solution even if it means certain customization of processes and do whatever it takes to get it implemented well.

By combining team members’ diverse perspectives and input from customers and vendors, decision making is comprehensive, timely and effective. In return, they get happy and loyal customers, satisfied employees and supportive vendors. Behind their success, DHL has in fact invested a lot in systems, culture, team building and people management and hence succeeded in turning logistic service into a high touch business.

Define the scope, service need and expectation;

♦Identify resources implications right

from the start;♦

Clarify the CAN and CAN’T;♦

If needed, vendors’ meeting / conference calls will be held to tighten

loose ends;♦

Examine viable options to come up with the optimal solution.

During the solution co-design process, project teams consisting of sales executives, air-freight product experts and IT specialists etc. would sit down with the customers to:

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2.5 Turning Service Workers into Knowledge Workers

In this era of knowledge economy, rising demand on service sophistication has called for radical changes from management down to frontline employees. Facing up this challenge, Maxim’s Group has harnessed the opportunity by transforming frontline service workers into knowledge workers and

achieved a breakthrough in delivering catering services for the health industry. According to Mr. Walter Ng, General Manager, Quick Service Restaurant and Catering Services of Maxim’s Group, the key principles in the transformation features:

By putting training, counseling and delegation programs in place, they have turned a group of previously called General Service

Assistants into a capable, motivated and confident service team that brings personal touch and caring to the bedside in hospitals.

2.6 Bringing Service to where it is needed

Bringing service delivery close to customers seems natural, but in some circumstances it presents great challenge and lots of deliberated efforts. The aeromedical service provided by the HK Government Flying Service (GFS) is a good example. As reflected in their motto “We Serve Over and Above”, GFS aims to bring ambulatory care to where the patient is which often means life

and death for casualties in rural areas or outlying islands.

Starting from August 2000 when the 1st batch of Medical officers joined the squad, the GFS team has then expanded to include Pilots, Aircrewmen, Air Medical Officers (AMO), Air Medical Nursing Officers (AMNO) and Emergency Medical Technicians. To achieve optimal medical care under urgent and trying

Shared Vision: frontline workers are core to the business and trajectory of success, help them understand and share the same vision.

♦Training: provide frontline essential training and continuous learning, invite them to perform

and try new things. ♦

Empowerment: don’t instruct knowledge workers, ‘ask them’ (AT) instead of ‘tell them’ (TT).♦

Empathy: understand staff’s concern, enhance their psychological readiness through one-on-one coaching & counseling.

♦Identity: provide decent facilities, tools and uniform to build a cheerful professional image.


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conditions, team synergy is of utmost importance. To this end, not only each member has a unique role to play, he/she needs to have full understanding of the whole process and acquire essential skills in other disciplines. This is done through dedicated training such as Basic Trauma Life Support, Laryngeal Mask Airway and Emergency Aeromedical Technician Course etc. many of which are jointly designed by aircrewmen and AMO/AMNOs.

2.7 Beyond the Organization – the Virtues of External Networks

In the electronic world today, communication technology has given rise to new arrays of virtual networks and alliances that would not have existed years ago and allowed people from various organizations or different parts of the world connecting together in pursue of certain common interests. However, given its fluid structure, informal relationship and loose boundaries, achieving teamwork and synergy amongst members presents new challenges. In this connection, the growth and development of the SME Mentorship Association (SMEMA) in the past few years may shed some light on how a virtual network works.

“What a rough journey! But, with the determination and persistence, we finally got it,” said Mr Anders Wong, Chairman of the SMEMA. They started off the network with the 1st batch of 36 trainees from the SME Mentorship Program 5 years ago but soon only 4 remained. However, with the firm believe that there was a need to bridge communication between the government

More important, it is through years of co-operation and field practicing that tacit trust has been built amongst the members. Indeed, they are often putting their lives to the hands of the others. As Dr Lau Chor-chiu, Senior AMO of the GFS, put it: it is the “YOU JUMP, I JUMP” spirit that has moved us forward to overcome many of the dangerous and unimaginable obstacles over the years. To them, the greatest relief is seeing life saved one after another and the smiles on the faces of the patients on the journey home.

and SMEs and that the association would facilitate information and experience sharing amongst members, the 4 carried on. Despite the lack of resources and sponsorship, through putting in place dedicated communication platform they gradually uncovered the intangible value of the network when members started to refer business to each other or even join hands in certain projects. Today, the association is firmly established with over 300 members and is well recognized in its trade and by the government as one of the key spokesperson for SMEs.

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3 . New Paradigm in Team Building

While the above cases illustrate the importance and power of teamwork, it is no easy task. It takes an integrated approach that permeates through organization, unit and individual levels. Here, we try to take a bird’s eye view of the Dyers’ 4Cs model which offers us a comprehensive understanding of team building covering all aspects from context, composition, competence to change.

3.1 Creating the Right Context in Support of High-performing Teams

CONTEXT MATTERS! Without a team-supportive organization context, team development is difficult. Particularly for organizations where tasks are reciprocally interdependent requiring close co-operation, a pro-teamwork environment embracing the organization’s culture, structure, and systems is important.

CULTURE is probably the most significant factor but often the most difficult to detect and change. It represents the basic shared values and assumptions that define what things are right or wrong in the organization. Often, leaders serve as role models and shape the culture over time. If an organization is overwhelmed with office politics, subordinates would wait for the boss before taking any actions hence hindering teamwork and collaboration. On the contrary, an organization that advocates balanced work life, social and emotional well-being often attracts energetic and motivated staff.

STRUCTURE reflects the lines of authority, communication patterns and the responsibility for different functions in the organization. Conventionally, companies used to organize around functional “silos”

such as marketing, engineering, manufacturing, finance, etc. In recent years, there is a rising trend of pooling resources from different disciplines together and focusing on product families or major market segments.

SYSTEMS are the agreed-upon key processes, procedures and methods for doing work in the organization such as management information system, budgeting & control systems, planning & reporting systems, pay systems, evaluation and promotion systems, etc. One aspect most relevant in building team spirit but often neglected is the reward and recognition system. Organizations serious in this will have (a) part of an individual’s compensation or performance review tied to his/her performance on the team, and (b) programs that integrate team recognition with individual identity.


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3.2 Getting the Right People on the Bus

The next challenge is to appoint a visionary and capable team leader and recruit members with different profiles based on the roles and competencies required to accomplish the task. Members should be selected on the basis of:

Organizations need to strike a fine balance between diversity and cohesiveness. Diversity is ingrained in global business, organizations today are moving towards more open and embracing culture by encouraging constructive controversy and cross-over of disciplines while anchoring on a common set of goals or shared vision. If members are allowed to voice their opinions freely and explore all sides of every issue,

3.3 Enhancing Competencies - Team Leader as Educator, Coach and Facilitator

In line with the developmental stage of the team, a leader has to adopt different training or motivational strategies to enhance the overall effectiveness. To help a team acquire important competencies over time and make a significant impact on the bottom line, managers nowadays have to play the roles of an educator, a coach and a facilitator as the team matures and shift between the three roles whenever necessary.

Proactive attitude and an open mind that facilitates the sparking off of creative

new ideas through free exchange and critique;

♦Relevant technical expertise;

♦Strong project management, work

planning and problem solving skills;♦

Good understanding of team processes and interdependences; and

♦Tactful interpersonal and

communication skills.

once a collective decision is made everyone have to give full support and move in the same direction.

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3.4 Achieving Service Excellence through Change and Sustainable Teamwork

Ability to change is a meta-competency needed to sustain team performance. Given the rapid changes in technology and global markets, organizations have to develop competency to embrace change and diversity through closer interface with stakeholders and tapping extra resources by building business alliance across professional disciplines and organizational boundaries that rejuvenates the organization from time to time.

At the team level, we often experience problems such as loss of productivity, rising internal and external complaints, confusion and low participation. Obviously, the

problems should be tackled as early as possible. One commonly adopted intervention is team building programs which typically include problem identification, data analysis, strategies brainstorming, solutions planning and implementation. Besides, people programs such as peer support group, employee assistance scheme, etc. could often help create a better work environment and regain productivity.

To sum up, there is no magic but willingness to change, commitment to continuous learning and daring efforts to test uncharted waters enables us to face up future challenges and make continuous growth.

Team Development

Stages

Role of the Manager Strategies

Initial learning phase

Educator help members to understand and start to learn task-related, process-related and people-related competencies show willingness to share power and responsibilities develop members team building competencies such as building trust & mutual respect, recognizing and resolving conflicts, bringing in innovative ideas

Growth phase Coach shift more power and responsibility to the team provide specific and helpful feedback to the team as a whole or to a particular member in private inspire the members to develop their own insights/perspectives encourage members to practice and fine-tune the skills as they move along

Mature stage Facilitator intervene only when things go wrong or not being attended to “Don’t Tell Them, ASK Them” ask questions instead of giving answers

4 . Future Challenges for Building Effective Teams

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4.1 Riding the Storm together – Team Miracles during Turbulent Times?

Given the recent financial tsunami that gave a heavy blow to all

economies worldwide, the next few years will inevitably be the most difficult

time for many organizations. In the pipeline, we are going to see cost cutting, downsizing, layoff or even business closure. Teams will be dissolved, restructured or merged. Job security is at risk and staff morale could be at all time low. The mutual trust that has been built over the years is at stake and might vanish altogether.

On the contrary, if the companies are to survive through these trouble years, they need to stick with their core staff and ride the storm together. To most employees, this would mean reshuffling of business, restructuring, taking on additional work, learning new skills while suffering from a pay cut. Is there any miracle in team building that can help us through? The answer is: Yes or No!

On the positive side, most employees are reasonable people and understand the big picture in the global market. If the company has a reputation of being a good and caring employer, being honest to staff, engage the teams as much as possible in the re-structuring process even though decisions are directed by management, most of the employees would understand the difficulties and challenges the company

Is there any miracle in team building that can help us through? The answer is: YES or NO!

Commitment

Trust

Communication

Staff Engagement

facing and would go along with the company. Staff members often have a better picture of how cost savings could be achieved in the workplace.

On the other hand, there is no magic stick to turn a stone into gold. Those companies that tend to withhold information, avoid communication and negotiate secret deals behind the scene will likely spark off all sorts of speculation and rumors throughout the organization and that will work against teamwork. Eventually, even if some could survive the turmoil, these companies will be paying a high price when trying to regain trust and commitment from staff and recruit talents from the market.


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4.2 Universities and Businesses to join hands in Team Skills Development

Communication Problem Solving Conflict Management

One of the challenges is the lack of team skills in tomorrow’s workforce. As the trend of nuclear family and rising divorce goes on, future generations seldom will have positive team experience at home. Typically, we rely on universities for prospective recruits, however few educators train students to be effective team players. In universities, grades are explicitly tied to individual performance; thereby encourage students to work independently instead of collaborating with one another. Even for group assignments, students are seldom trained on how to function effectively as a group. Hence, most student groups function rather poorly and uncooperative members are avoided rather than confronted. Moreover, key interpersonal skills such as communication, problem solving and conflict management are often not part of the curriculum.

Unless there is a breakthrough in our education system and family setting, how the families and universities of the future will be preparing children to live in a world that

requires teamwork is a real concern. If the current trend continues, it is very likely be up to organizations themselves to develop training programs to orientate employees to teamwork and provide them with the skills required.


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4.3 Team-based Rewards and Team Building Efforts

In future, organizations need to highlight and reward successful teams to create a culture that encourages teamwork. Part of the individual’s compensation or performance review needs to be tied to his/her performance in the team. Also, team progress should be monitored and feedback obtained from members to track not only team performance but their feelings about participation in the team. Apart from monetary rewards, other options such as extra funding for staff training and office facilities, and sponsorship for a travel/cruise program for the whole team etc. could also

4.4 Impact of Increasing Globalization and Unclear Boundaries

Companies are increasingly global and face complex business issues that require the contribution of expertise from different locations and time zones. At the same time, joint ventures and strategic alliances will continue to be important features of the strategies of many firms. This gives rise to virtual teams consisting of individuals from different locations with much greater

be considered.

More importantly, organizations need to be willing to set aside time for team development and be willing to pay for it. Through competency development, equip managers the capability to diagnose problems in team functioning as they arise and engage in team-building activities as needed to solve those problems. In addition, role clarification can be used as a periodic check to see how team members feel about their roles and what might be done in the team to help each other function more effectively.

diversity of cultures, languages, business functions and hence in norms and expectations when working in teams. This increasing need for teams to work together in virtual workplaces and across organizational boundaries presents another set of challenges to future leaders.

Key aspects of developing successful virtual or alliance teams include:

Use appropriate technologies and means (email, website, tele-conferencing, chat-room, handheld video communication etc.) to facilitate information sharing.

Engaging in team building activities, having awareness and understanding of cultural differences in particular, become even more important.

Communication

BuildingTrust

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Above all, communication is most crucial. Virtual teams cannot rely on face-to-face meetings but electronic technologies to communicate. Naturally, potential for miscommunication is much greater. Moreover, they must know when a particular communication technology is appropriate for a particular task. Therefore, whether members are properly trained on all available communication technologies presents additional challenges to the virtual teams.

There is also an increasing call for leaders who can manage team diversity inherent in a

Reference:

1. Bacharach, Michael (2005) Teamwork: Multi-Disciplinary Perspective, Natalie Gold and Robert Sugden (eds) (New York: Palgrave Macmillan).

2. William G Dyer, W. Gibb Dyer, Jr. and Jeffrey H Dyer (2007) Team Building – Proven Strategies for Improving Team Performance, 4th edition (San Francisco: Jossey-Bass).

3. Tom Kelley, Jonathan Littman (2005) The 10 Faces of Innovation, IDEO’s Strategies for Defeating the Devil’s Advocate and Driving Creativity Throughout Your Organization.

With more fluid structures, lines of authority and accountability becomes unclear, need to manage the diversity, foster openness and resilience to facilitate consensus building and decision making.

Apart from creating common incentives for team members, given more ambiguous boundaries, there is the need for frequent monitoring of team performance.

ProblemSolving

Monitoring

global economy. In future, virtual team leaders must have enough cross-cultural and cross-functional experience to be aware of potential conflicts in work norms and expectations. They must be able to educate team members with regard to these differences, help the team to establish a set of commonly understood and agreed-upon work norms and expectations, and communicate frequently on an individual basis with each team member so that members’ voices are heard and disagreements could be resolved.

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溝通是最重要的。虛擬團隊不能依靠

面對面會議，而是藉電子科技來溝通

。訊息錯誤傳達的機會自然大增。再

者，他們必須知道何時用適當的科技

來進行某項任務。因此，虛擬團隊的

另一個挑戰，就是成員是否都受過妥

善訓練，懂得使用所有溝通科技。

多元化是全球化經濟固有的特質，因

參考書目 :

1. Bacharach, Michael (2005) Teamwork: Multi-Disciplinary Perspective, Natalie Gold and Robert Sugden (eds) (New York: Palgrave Macmillan).

2. William G Dyer, W. Gibb Dyer, Jr. and Jeffrey H Dyer (2007) Team Building – Proven Strategies for Improving Team Performance, 4th edition (San Francisco: Jossey-Bass).

3. Tom Kelley, Jonathan Littman (2005) The 10 Faces of Innovation, IDEO’s Strategies for Defeating the Devil’s Advocate and Driving Creativity Throughout Your Organization.

架構不固定，權責因而變得不清，有需要處理差異，培養開放和靈活應變的特質，促使隊員建立共識和作出決定。

除了為隊員創造共同獎勵之外，由於界限模糊，有需要更頻密監察團隊績效。

解難

監察

此現時愈需要能夠處理團隊多元化的領

袖。未來的虛擬團隊領袖必須具備足夠

的跨文化及跨功能經驗，方能察覺工作

規範及期望方面可能出現的衝突。他們

必須能促進隊員認識這些差異，幫助他

們建立一套共同了解及協定的工作規範

及期望，經常與每位隊員個別溝通，聽

取意見，並化解分歧。

4 . 建立有效團隊的未來挑戰

14


未來，機構需要強調和獎勵成功的

團隊，營造鼓勵團隊協作的文化。

個人的薪酬或表現檢討需與他/她在

團隊裡的表現掛鈎。此外，團隊的

進度應予以監察，並詢問隊員的意

見，查核的不單是團隊表現，而是

隊員對於參與團員的感覺。除了金

錢獎賞，其他方案如增撥款項作員

工培訓和添置辦公室設備，贊助整

公司日趨全球化，面對的業務問題

也日益複雜，需要跨國界的人才提

供專業知識。同時，聯營及策略聯

盟會繼續成為不少企業的策略特色

。虛擬團隊因此應運而生，其成員

來自不同地點，在文化、語言、業

隊旅行/遊船河等，都可以考慮。

更重要的是，機構需要願意撥出時間及

資源作團隊發展。透過才能發展，裝備

管理人員，使他們有能力在團隊運作出

現問題時加以判斷，並按需要引入團隊

建立活動，以解決問題。此外，可利用

釐清角色作為定期查核，了解隊員對其

角色感覺如何，思考團隊內可做甚麼，

以幫助隊員更有效運作。

務功能以至合作規範與期望都有很大

差異。虛擬團隊及跨越機構界限一起

工作的需求日增，給未來的領袖帶來

另一重挑戰。

發展成功的虛擬或聯盟團隊，包括下

列各方面：

運用恰當的技術和方法(電郵、網頁、電話會議、聊天室、手提錄像溝通等)，促進資訊分享。

參與團隊建立活動，當中尤其要注意和了解文化差異。

溝通

建立互信

4.3 團隊為本的獎賞及建立團隊的努力

4.4 全球化的衝擊和界限不清

13


其中一項挑戰是未來的勞動力欠

缺團隊合作技巧。核心家庭和離

婚數字持續高企，新一代在家中

很少有正面的團隊合作經驗。我

們通常依賴大學培養新人，但訓

練學生具有團隊精神的教育工作

者只屬少數。大學的成績明顯與

個人表現掛鈎，因而鼓勵學生獨

立鑽研而非互相協作。即使是小

組功課，校方都很少訓練學生如

何以小組形式有效地運作。因此

，大部分學生小組都運作得很差

，他們會避開不合作的成員，而

不是正視。此外，主要人際關係

技巧，如溝通、解難和衝突管理

，往往都不屬於課程的一部分。

除非我們的教育制度和家庭環境

有所突破，否則，未來的家庭和

大學如何培養孩子在需要團隊協

作的世界生活，的確令人擔心。

如果目前的趨勢繼續，機構很可

溝通解難衝突管理

能要自行開發培訓課程，讓僱員

適應團隊協作，並給他們提供所

需技能。

4.2 大學和商界攜手開發團隊合作技巧

12


近期金融海嘯對全球經

濟造成沉重打擊，對不少機

構來說，未來數年將無可避

免是最艱難日子。我們會陸續

見到削減成本、裁員、遣散或甚

至公司倒閉。團隊將會解散、改

組或合併。工作沒保障，員工士

氣空前低落。多年來建立的互信

受到衝擊，可能毀於一旦。

相反地，如果公司要渡過這困難

時期，他們就要與核心員工團結

一致，一起駕馭風暴。對大部分

僱員來說，這可能表示他們需做

額外工作，但同時被削減薪酬。

有沒有任何建立團隊的奇蹟，可

以幫我們渡過難關？答案是：有

或沒有！

從積極一面看，大部分僱員都是

通情達理的人，他們都了解全球

市場的大環境。假如公司一向是

良好及關懷的僱主，對員工坦承

，即使決定仍是由管理層作出，

但盡量讓員工參與改組過程，他

們大多會了解公司面對的困難和

挑戰，配合公司的做法。員工往

往更能清楚工作間可如何節省成

本。

另一方面，能點石成金的魔棒是

不存在的。那些隱瞞情況，避免

溝通和幕後秘密交易的公司，可

能令各式各樣的推測和謠言在公

司內散播，破壞團隊協作。最後

，即使有些公司能生存下來，它

們都將要付出高昂代價，方能再

聘賢能及重拾員工的信任。

4.1 一起駕馭風暴 ─ 動盪時期創造團隊奇蹟？

有沒有任何建立團隊的奇蹟，可以幫我們渡過難關？答案是：有或沒有！

承擔

信任

溝通

員工參與

11

3 . 團隊建立的新範式

團隊發展階段經理角色策略

起初學習期教育者協助成員理解及開始學習與工作、過程、及人際有關的能力

表露願意下放權力及責任

發展成員建立團隊的能力，諸如建立信任及互相尊重，確認及解

決紛爭，引入創新意念

成長期教練下放更多權力及責任給團隊

向整個團隊或私下向個別成員，提供特定及有用的意見

啟發成員發展自己的見解/觀點

鼓勵成員在工作時應用技術及精益求益

成熟期促導員只在事情出現問題或沒做時加以干預

「問他們而不是告訴他們」

發問而不是提供答案

有能力改變是保持團隊表現的超凡能

力。科技及全球市場瞬息萬變，機構

須藉著與利益相關者緊密接觸，發展

出迎接改變和多元化的能力，並建立

跨專業範疇及跨機構的商業聯盟，尋

求額外資源，令機構不時更新，保持

活力。

在團隊層面，我們經常遇到如喪失生

產力、內部及外間投訴增多，混亂及

缺乏參與等難題。顯然，問題愈早處

理愈好。常用的介入措施是團隊建立

培訓計劃，內容通常包括確定問題、

資料分析、集體討論策略、解決方案

的計劃及實施。此外，人力資源計劃

諸如同事支援小組、僱員援助計劃等

，可締造更好的工作環境，重振生產

力。

總而言之，沒有甚麼法寶，願意改變

、致力持續學習和勇於嘗試去測試未

知，是讓我們能夠面對未來挑戰及不

斷成長的不二法門。

3.4 通過改變及可持續團隊協作達致優質服務

10

下一個挑戰是委任具備遠見和才能

的團隊領袖，根據角色及能力招募

不同類型的成員以完成工作。甄選

成員的基礎為：

機構須就多元化與凝聚力取得良好

平衡。多元化與全球化業務是不可

分開的，在確立一套共同目標和視

野的基礎上，今天的機構從鼓勵有

建設性的討論及不同範疇的融合，

走向愈來愈開放及兼容並包的文化

。假如成員獲准自由表達意見及對

每件事從多方面詳細探討，一旦作

在團隊發展的各個階段上，領袖須

不時應用不同訓練或激勵性策略，

以便加強整體成效。為協助團隊經

過一段時間後掌握重要能力及對利

潤造成一定影響，隨著團隊成熟，

今天的管理人員身兼教育者、教練

及促導員角色；並視乎需要，輪流

扮演這三個角色。

主動和開明，透過自由討

論和批評激發大家提出創

新意念;♦

相關技術專長;♦

項目管理、工作策劃及解

決問題的能力相當強;♦

透徹了解團隊協作過程及

互相依存之處；以及

♦善於處理人際關係及溝通

技巧。

3.2 物色適當人選

3.3 提升能力 – 團隊領袖是教育者、教練及促導員

出集體決定，每個人都要全力支持

及朝著同一方向邁進。


9


以上個案雖然說明了團隊協作的重要性和威力，但絕非容易辦到，須採用滲透機

構、單位及個人層面的綜合方案。我們嘗試概述Dyers的4C模型，讓我們全面理

解一個團隊的建立，涵蓋諸如背景、組成、改變的能力等各方面。

背景事關重要！缺乏支援團隊的機

構背景，難以發展團隊。尤其對於

工作相對地互相倚賴，需要緊密合

作的機構而言，有一個能夠包含機

構文化、結構及系統，適合團隊存

在的環境是非常重要的。

文化可能是最重要的因素，然而通

常最難捉摸及改變。它代表了基本

的共同價值及假定，去界定機構內

的對與錯。好多時，領袖儼然眾人

典範，負責塑造機構文化。如果機

構充斥著辦公室政治，下屬不會採

取任何行動，只會等老闆出手，因

而桎梏了團隊協作和合作。反之，

提倡工作與生活平衡，社交及情緒

健康的機構，通常都吸引到充滿活

力和進取的員工。

結構反映權力的脈絡，溝通模式及

機構內不同功能的責任。一般而言

，公司會環繞功能「倉庫」設定結

構，例如市場推廣、工程、製造、

財務等等。近年來，從不同範疇集

中資源，聚焦到產品系列或主要市場

細分漸漸成為趨勢。

制度是機構對工作方式議定的主要

過程、程序和方法，諸如管理資訊系

統、財政規劃及監控制度、策劃及匯

報制度、出納制度、評估及升遷制度

等等。一個對建立團隊精神至為相關

，卻往往被忽略的是獎賞及表揚制度

。重視這個制度的機構，會(a)把個

人報酬或表現評估的一部份，連繫到

其在團隊中的表現，以及(b)有計劃

結合團隊獎勵和個人身份。

3.1 為表現優秀之團隊創造適當背景

8

識其他範疇的必需技巧。這些技巧

須透過各種培訓課程方能掌握，包

括基本創傷生命支援(Basic Trauma

Life Support)、硬彎式喉頭罩氣管

插管組(Lyryngeal Mask Airway)，

以及緊急航空醫療技術員課程等，

當中不少由空勤主任、飛行醫生和

飛行護士聯合設計。

現代電子世界，通訊科技令以前不存

在的虛擬網絡及聯盟得以形成，讓來

自不同機構或世界不同地區的人得以

聯繫起來，追求某些共同目標。然而

，由於組織鬆散、關係非正式化及界

限模糊，成員之間在實踐團隊協作及

協同方面，形成了新挑戰。營商友導

協進會(SMEMA)這些年來的發展，或可

啟發我們了解虛擬網絡的運作。

「過程艱辛！慶幸我們有堅定決心和

堅持不懈，終於做到了。」營商友導

協進會會長黃兆良說。五年前第一批

籌組網絡的營商友導協進計劃學員共

有36人，不久就只剩4人。由於確信政

府與中小企之間極需一道橋樑，協進

會繼續為會員提供資訊和分享經驗，

這4名學員堅持下去。雖然資源和贊助

都不足，但是，當會員透過專門用以

更重要的是，經過多年合作和實戰經驗

，成員之間早已建立默契，各人早已把

生命交付戰友。政府飛行服務隊高級航

空醫生劉楚釗醫生這樣說﹕這些年來，

全憑這種「YOU JUMP, I JUMP」精神，

驅使他們克服許多難以想像的險阻。對

於他們，最大的回報是看見一個又一個

生命獲救，病人帶著笑臉回家。

溝通的平台，相互介紹生意或合作進行

某些項目，慢慢發現網絡具有無形價值

。目前協進會甚具規模，擁有超過300

名會員，受到行內及政府肯定，成為中

小企的主要發言人之一。

2.7 機構以外 – 對外網絡的優越性

2 . 優秀團隊實戰經驗

7


轉化為一支有能力、進取及自信的知識型

服務團隊，把親切照顧帶到醫院病牀前。

2.5 將服務型人員變為知識型人員

在現今的知識型經濟時代，顧客對精

進服務的要求不斷提高，由管理層到

前線僱員都要經歷重大轉變。面對挑

戰，美心集團趁機把前線服務人員轉

化為知識型人員，將餐飲服務帶到醫療

行業，作出了突破。美心集團餐務及快

餐總經理吳義恆先生表示，轉化的主要

原則如下﹕

今時今日，為顧客提供貼身服務視

為當然，但某些情況下對服務提供

者卻是巨大挑戰，並且大費周章，

由香港政府飛行服務隊提供的空中

救護服務是個好例子。正如他們的

口號「齊為飛援，赴嶺重洋」，香

港政府飛行服務隊的宗旨是將護理

服務帶給病人，而這往往意味著遠

赴鄉郊及離島救死扶傷。

2000年8月，當第一批飛行醫生加入後，

空中救護服務隊擴大至包括機師、空勤

主任、飛行醫生、飛行護士，以及緊急

醫療技術員。為了在緊急及困境中達到

最佳醫療效果，團隊的協同作用至為重

要。為達目標，每位成員不單各自有其

獨特角色，還要了解整個救援過程及認

願景：前線員工是業務核心及成功之道，協助他們了解及具備相同願景。♦

培訓：提供前線人員必要的培訓和持續學習機會，鼓勵他們執行和嘗試新事物。♦

授權：不要指導知識型員工，「問他們」 (AT)而不是「告訴他們」 (TT)。♦

共鳴：了解職員的關注和憂慮，以單對單面談及輔導使他們心理上作好準備。♦

認同：提供合適的設施、工具及制服，建立由衷的專業形象。♦

表揚：分享成功，加以讚賞，讓他們感覺良好，提倡自主。

透過訓練、輔導和授權計劃，他們成功

把一組之前被稱作一般服務助理的人員

2.6 服務無遠弗屆

6


建造型角色

經驗建築師舞台設計師看護者說故事者

設計出色的服務經驗和

接觸點，令顧客留下深刻

印象

創造積極環境，讓創意團

隊充份發揮

提供賓至如歸的待客之

道

以具說服力的溝通，建立

內部士氣及外界關注

在設計與創作業務引入意念交流所開

創的新領域以外，我們看到敦豪全球

貨運物流(香港)有限公司，透過跨團

隊充份合作帶來卓越的客戶體驗。據

公司香港及華南區空運及客戶服務部

總監李民康先生表示，他們追求卓越

的關鍵在於邀請客戶及供應商參與，

矢志為客戶提供最佳方案，即使某些

程序須按顧客需求製定進行，也盡量

令其妥善執行。

在共同設計方案過程中，營業主任、

空運產品專家、資訊科技專才等人員

會與客戶一起磋商﹕

藉著集合團隊成員的不同觀點,以及客

戶與供應商的意見，決策將會更全面、

適時及有效，亦換來顧客稱心，願意長

期光顧，僱員滿意及供應商支持。在成

功背後，敦豪致力投資系統、文化、團

隊建立及人力資源管理，成功令物流服

務變為高思維業務。

界定範疇、服務需要及期望;

♦一開始就確定所涉及的資源;

♦闡明甚麼可行，甚麼不可行;

♦必要時，可與供應商會面或進

行電話會議，解決未了結的零

星問題。

♦審視各可行方法以找出最佳解

決方案。

2.4 透過跨範疇項目團隊提供增值解決方案

5


組長扮演吸收震蕩器角色，擋開外界尤其來自高層的不必要影響，以便團

隊盡情發揮所長;♦

成員互動所產生的化學作用對成員少的團隊特別重要； ♦

隨時盡力支持對方而不邀功; ♦

不作無謂猜度，經常直接溝通以免產生誤會

香港設計中心的蔣任宏先生將湯姆凱利

在著作《決定未來的10種人》(見參考

書目3)裡提出的策略運用於品牌及產品

設計上，並分享了如何藉著融合不同設

計師及藝術家，構思出創新品牌及產品

設計的成功故事。香港設計中心進一步

倡議將接合面延伸至客戶，讓客戶以至

最終用家參與，共同創作、共同設計，

甚至共同製作產品或服務。結果，創新

產品和服務將會源源不絕。

其實公司內外都有不少賢能之士，願

意和可以作出更大貢獻，不過很多時

都被忽視。機構若能開發這龐大資源

，客戶服務和利潤均可提升。湯姆凱

利列出人們在發展和實施新意念上扮

演的十個角色，與個性特質不同的是

，人們可轉換角色，反映他們多方面

的能力。關鍵在於確認僱員的潛質，

使他們在適當時候扮演適當角色。這

十個角色分別是：

2.3 創新過程中融合不同角色的力量

學習型角色

人類學家實驗家異花授粉者

觀察並深入理解事物不斷嘗試新意念發掘創新及把它延伸至其他設

定上

組織型角色

跨欄選手協作者導演

面對挑戰，為了克服障礙而願

意更改規則

協助集合不同團隊，朝著找到

跨範疇解決方案而努力

組織演員及創作人員，激發大

家的創意

4


個人團隊協作概念由香港優質顧客服

務協會創辦人之一，現任香港設計中

心行政總裁蔣任宏先生提出，應用於

設計與創作業務。概念的主旨為左、

右腦一起運作。科學家發現我們的左

、右腦各具特質，但功能互補，可協

同運作。

近年來，科學結合藝術的好處漸被肯

定，大學及各行各業愈來愈重視藝術或

右腦的訓練。今時今日，頂級的公司或

設計學院朝向實施跨越學科界限的教育

方向，強調擁有不同背景及專長的學生

及學系之間的互動和交流合作。同樣地

，面對環球商業的複雜挑戰，高情緒智

商及創意思維皆被視為現今商界領袖的

必備特質。

梁繼璋和李麗蕊曾經是香港電台最受

歡迎的節目主持人，他們的成功故事

給我們重大啟發，讓我們瞭解二人如

何合作才能像齒輪般運作暢順，造就

一個帶給聽眾歡樂的早晨節目。兩位

藝人各有自己風格，要互相配合並非

圖 2. 左、右腦的功能

易事，必須經過多番互相適應、包容對

方、交換意見、各自調整和彼此欣賞之

後才建立起默契和情誼。他倆曾生動地

形容這合作關係為鞋和襪，二人既是互

補，又互相扶持，他們合作無間的竅門

包括﹕

2.1 個人團隊協作 ─ 左、右腦合一

2.2 怎樣帶動成功齒輪

左腦• 邏輯

• 序列

• 理性

• 分析

• 客觀

• 注意細節

• 管理能力

右腦 • 隨機 • 直覺 • 全面 • 綜合 • 主觀 • 注意整體 • 領導能力

3

Michael Bacharach 在他的著作《

Teamwork:Multi-Disciplinary

Perspectives》(見參考書目1)中，將

團隊界定為「一群具有共同目標的人，

唯有將個別活動作適當組合，方能達致

他們的目標。」按照這主張，團隊協作

就是擁有共同目標的人所達致的某些成

果。由此引申的問題是：令團隊協作有

效的因素是甚麼？以下的實際問題又應

如何處理？

♦ 有甚麼主要因素影響團隊努力的

成效和成果？

♦ 人往往被指派加入團隊，但如果

有人一開始就不願意成為團隊的

一員，那該怎辦？

♦ 如何解決團隊內的矛盾？

♦ 我們可以學習成為團隊的成員

嗎？該怎樣做？

♦ 如何令有效的團隊協作得以維持

和持續下去？

我們致力尋找高績效的團隊，為上述問

題找出答案，一方面從本港的模範團隊

學習，希望借鑒他們的成功經驗，另一

方面參考 Dyers (圖1，見參考書目2)

的 4 C 模型 ( C o n t e x t ( 背景 ) 、

Composition (組成)、Competencies(

才能)和 Change Management (變革管

理)，從而加深對團隊建立的了解。最

後，我們會審視若要建立有效的團隊協

作達致優質服務，我們在未來數年都有

可能面對的一些挑戰。

圖1 Dyers 的4C 團隊表現模型

Team Performance

團隊表現

Context(背景)

Change(變革)

Competencies (才能)

Composition (組成)

1.3 群策群力，迎接非常任務

1 . 團隊對機構之成功猶如水對生命

2


還會變得狂暴，化為水災和海嘯，造成

巨大破壞。因此，假如地球上每個人

都想有充足及清潔的水，就必須小心管

理和保護水源，免得令它受到污染和浪

費。

團隊協作也有同樣現象。人類的同心協

力的確給現代世界帶來文明和富裕，但

隨著個人化和競爭力的呼聲高漲，今時

今日的團隊協作往往淪為空談或時髦用

語，對不同人有著不同含意。科技進步

和知識爆炸，令現代機構由一個複雜架

構演變為另一複雜架構，結果是架構與

關係隨之而變得龐大鬆散。然而，儘管

各方面都在進步，我們仍不時目睹到處

有資源未能善用、欠缺績效甚至枯竭的

情況。重申，假如小心妥善管理，團隊

可展示「團結一致，成就更多」的強大

力量。但如果掉以輕心，後果可能是災

難性的，導致艱辛困苦，甚至令曾經非

常成功的企業毀於一旦。

所以我們要再回到根本，專注於如何建

立有效的團隊。

團隊協作對不同人有著不同含意。

♦

團隊可展示「團結一致，成就更多」的

強大力量，但如果掉以輕心，後果可

能是災難性的，會導致艱辛困苦。

機會與危險往往同時出現。水對我們日

常生活極為重要，能滋養植物、稻田和

森林，我們亦可享受種種水上活動如游

泳、滑浪風帆和滑水，給我們帶來無窮

樂趣。然而，我們卻常常污染它，浪費

它。由於現代都市人輕易有源源不絕的

食水供應，往往忘了水是我們一項珍貴

資源，並在它歸還大自然之前，以垃圾

和化學物污染它。當我們持續擾亂大自

然的平衡，氣候就出現突變，有時，水

1.2 錢幣的兩面－成功與失敗？

1


儼如水對各種生物，包括植物以至人類

，是絕對必要的，團隊概念早已札根於

所有生物，是生物賴以存在的重要部分

。打從數百萬年前，人類遠祖以狩獵及

採集維生的日子起，團隊協作就已存在

。這種分工和職能劃分，為人類的進化

和歷史上眾多的成就提供動力。沒有水

就沒有生命，沒有團隊協作，人類就不

能成為群居動物。

水是唯一以固體、液體或氣體形態自然

存在的物質，實際上是無處不在。水從

海洋蒸發成為雲，雲凝固為雨，雨落下

來成為河流和地下水，再流向海洋，循

環不息。團隊也是無處不在，具有不同

形態，例如：

♦ 一對唱片騎師；

♦ 小型的設計及創意單位；

♦ 中型的餐飲服務公司；

♦ 有無數團隊和分公司的全球物流服

務企業；

♦ 社會企業；和

♦ 複合機構屬下的靈活虛擬網絡等。

但他們有一個共通點 ─ 他們的成功端

賴團隊協作的成效。

團隊建立也是一個持續過程。沒有一個

團隊本身是完美的；能夠因時制宜，靈

活變通的就是最好的團隊。隨著顧客的

要求日益增加，外在環境瞬息萬變，新

項目或目標湧現，還有團隊領導以及成

員不斷更替，團隊的活力無可避免不斷

改變。就像水的循環一樣，團隊建立是

完完全全、不折不扣的持續旅程。

團隊無處不在，以各式形態出現。

♦ 建立團隊是持續進行的過程。

♦

世上沒有完美的團隊；能夠因時制宜，靈活

變通的就是最好的團隊。

1.1 團隊如水，以不同形態到處存在

卓越團隊‧力量無窮

1. 團隊對機構之成功猶如水對生命

1.1 團隊如水，以不同形態到處存在 1.2 錢幣的兩面－成功與失敗？ 1.3 群策群力，迎接非常任務

2. 優秀團隊實戰經驗

2.1 個人團隊協作 ─ 左、右腦合一 2.2 怎樣帶動成功齒輪 2.3 創新過程中融合不同角色的力量 2.4 透過跨範疇項目團隊提供增值解決方案 2.5 將服務型人員變為知識型人員 2.6 服務無遠弗屆 2.7 機構以外 – 對外網絡的優越性

3. 團隊建立的新範式

3.1 為表現優秀之團隊創造適當背景 3.2 物色適當人選 3.3 提升能力 – 團隊領袖是教育者、教練及促導員 3.4 通過改變及可持續團隊協作達致優質服務

4. 建立有效團隊的未來挑戰

4.1 一起駕馭風暴 ─ 動盪時期創造團隊奇蹟？ 4.2 大學和商界攜手開發團隊合作技巧 4.3 團隊為本的獎賞及建立團隊的努力 4.4 全球化的衝擊和界限不清

目錄

關於香港優質顧客服務協會

鳴謝

承蒙眾多人士和機構的支持和協助，付出寶貴時間，與大家分享故事和經驗，本書方得以完成。

講者名單

蔣任宏先生香港設計中心

行政總裁

劉楚釗醫生政府飛行服務隊

高級飛行醫官

梁繼璋先生及李麗蕊小姐

李民康先生敦豪全球貨運物流(香港)有限公司

香港及華南區空運及客戶服務部總監

吳義恆先生美心集團

總經理(快餐及餐務)

黃兆良先生營商友導協進會

主席

(按英文名稱字母排序)

我們亦要感謝香港優質顧客服務協會項目委員會下列成員，對他們為參與此項目和製作本書所付

出的時間和支持致以謝意：

項目及夥伴委員會

陳寶珠女士陳碧燕女士馮詠詩女士

鄧意民先生曾永康先生韋泰施先生


執行委員會成員名單

( 二零零七年至二零零八年 )

莊偉茵女士國泰航空公司

主席企業事務董事

朱溢潮先生大昌貿易行汽車服務中心有限公司

副主席總經理

陳寶珠女士電訊盈科有限公司

秘書長客戶關係助理副總裁

陳珊珊女士惠普香港公司

司庫資訊科技產品及專業服務部

科技服務總經理

執行委員

詹振聲先生美國友邦保險 ( 百慕達 ) 有限公司

營業行政部副總裁

鄧意民先生中原地產代理有限公司

外務董事

蕭一鵬先生中華電力有限公司

高級客戶服務策略規劃師

曾永康先生香港賽馬會

場外投注事務部主管

馮詠詩女士香港郵政

高級經理（顧客服務）

陳碧燕女士九龍巴士（一九三三）有限公司

顧客服務部主管

沈嘉倫先生摩托羅拉亞太有限公司

客戶服務高級經理

香港 / 台灣

移動器材事業部

劉凱茵女士香港蜆殼有限公司

燃油市場推廣經理

韋泰施先生渣打銀行 (香港) 有限公司

顧客經驗管理主管

香港優質顧客服務協會

聯絡資料

郵寄

香港郵箱 8800 號

電話

(852) 8100 9978

傳真

(852) 8100 9986

電子郵件[email protected]

互聯網網址

www.hkace.org


創會會員

美國友邦保險（百慕

達）有限公司

國泰航空公司

中原地產代理有限

公司

中華電力有限公司

大昌貿易行汽車服

務中心有限公司

惠普香港公司

香港賽馬會

香港郵政

九龍巴士（一九三

三）有限公司

摩托羅拉亞太有限

公司

電訊盈科有限公司

香港蜆殼有限公司

渣打銀行 (香港) 有限

公司

名譽贊助人

劉吳惠蘭女士, JP

商務及經濟發展局局長

名譽顧問

田北俊議員, GBS, JP

香港旅遊發展局主席

蘇澤光先生, JP

香港貿易發展局主席

周梁淑怡女士, GBS, OBE, JP

蔣任宏先生, SBS

香港設計中心行政總裁

香港優質顧客服務協會前主席

(2000 - 2006)

黃雪駒先生

合夥人， KEEP 管理咨詢有限公司

香港優質顧客服務協會前司庫

(2000 - 11.2007)

麥黃小珍女士

行政總裁

世聯顧問有限公司

名譽公司顧問

羅兵咸永道會計師事務所


使命促進香港以及會員發展卓越顧客服務

宗旨

1. 與會員及本地和海外服務機構分享顧客服務最佳作業方式

2. 致力提升會員的顧客服務水平

3. 在香港推廣以客為本的優點

4. 與優質顧客服務機構及倡議人建立及維持緊密關係

5. 推動正面的轉變及改進，促成香港服務文化的發展

6. 就顧客服務事務及研究結果，與香港特別行政區政府聯繫溝通

7. 向香港特別行政區政府提出有關顧客服務的意見

前言

踏入第九年，協會依然努力不懈，推動香港的優質顧客服

務。我們深信，提升服務業的競爭優勢，動力來自人；因

此我們在2008年會繼續探索以「無窮力量」建立「卓越團

隊」的精髓。

本書不乏成功故事，都是摘錄自協會舉辦的卓越顧客服務

研討會中，知名講者分享的提升顧客服務最佳範例和創新

意念，希望讀者可以領略講者的精闢見解，從中得益之餘

，能繼續提供優質顧客服務，與大家一起駕馭風暴。本書

引用水的比喻，因它與團隊有很多相同之處。團隊與水都

是無處不在，具有不同形態。如能小心妥善管理，定能展

現團隊的無窮力量。

最後，我希望借此機會多謝香港特區政府商務及經濟發展

局持續給予支持和贊助，使我們得以在九月和十月舉辦兩

次卓越顧客服務研討會。我亦要多謝所有出席演講的嘉賓

，與我們分享所屬機構的最佳範例和個人管理經驗。最後

，我要多謝所有會員機構、訓練伙伴、支持機構及執行委

員會，沒有他們始終如一的支持與貢獻，我們肯定不會取

得近期的成果。

謝謝。

莊偉茵

香港優質顧客服務協會主席

二○○九年一月

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