G001 story management (Mandarin) 經營故事 10 團隊方式進行故事經營 the team approach to story management

 自古以來，故事通常由天才的文學家或其他藝術家個人獨自經營。必要時需要特殊技能、時間、或精力的部分另聘專家處理。

在那種專家掛帥的模式裡，許多珍貴的凡人故事只好流失了。現在要嘗試推動的是由一些不可能單獨經營故事的人透過團隊合作來進行，處理一些專家不願意花時間的故事。這些人成群合作的基本前提是「每個人沒有足以單打獨鬥的本錢」、「本來就不可能涉足故事企業」、以至「從來沒有想過要參與故事經營的事務」。

這些人若是年輕人，就可能透過這樣的參與找到個人的潛力、新的眼光、與新的才能。若是年老的人，就會找到夠忙到最後一天的事業，好玩又有意義、有貢獻，可能留下典範給子孫或朋友們繼續品嚐無窮。

這些人成群合作的要領有哪些呢？首先要讓大家看出有哪些直接跟間接的好處、技能、哲理、理論、前提、困難、障礙、等等。再來就是有哪些可能的分工方式、溝通協調的需求與技術。然後可能會需要認識如何分配利益，包括如何定價、判斷功勞、貢獻、障礙、與傷害。一切的分工合作都難免需要記錄、記帳、保存記錄、回顧與檢討、重整工程。   

一個最簡單也必要的練習題就是分工合作地記下整個團隊的故事。從動念、形成、成長、挫折、…、到收割、分享、延續，等等。

• Genius writers or other kinds artists handle stories since ancient time. Where special skills, time, or energy is needed, an expert would be hired.     自古以來，故事通常由天才的文學家或其他藝術家個人獨自經營。必要時需要特殊技能、時間、或精力的部分另聘專家處理。 Chu kó͘ í-lâi, kò͘-sū tāi-khài sī hiah ê thian-châi chok-chiá, á-sī kî-tha chióng-lūi gē-su̍t ka ka-kī iōng chi̍t-ê lâng ê khùi-la̍t keng-êng. Pit-iàu te̍k-pia̍t kì-su̍t á-sî sî-kan ê-sî chiah lēng-gōa chhià choân-ka chhú-lí.
• In the model of the expert, many precious stories or ordinary people have been lost. What we are trying to promote now is that some people who cannot run the story alone can work through teamwork and deal with stories that would not get the attention of the experts. The basic premise of the group cooperation is that each participant has insufficient capability to take it all alone, and is impossible to get involved in the story business otherwise, and might never have thought about participating in the story business.     在那種專家掛帥的模式裡，許多珍貴的凡人故事只好流失了。現在要嘗試推動的是由一些不可能單獨經營故事的人透過團隊合作來進行，處理一些專家不願意花時間的故事。這些人成群合作的基本前提是「每個人沒有足以單打獨鬥的本錢」、「本來就不可能涉足故事企業」、以至「從來沒有想過要參與故事經營的事務」。     Tī hit-chióng choan-ka chhōa-thâu ê bô-sek lāi-bīn chē-chē phó͘-thonglâng ê kò͘-sū chí-hó pàn hō͘ liû-sit khì. Chím-má chhì-beh thui-kóng ê sī iōng chi̍t-kóa bô-khó-lêng tan-to̍k keng-êng kò͘-sū ê lâng thàu-kòe thoân-ttūi ha̍p-chōe-ok-kámlâi chin-hêng, chhú-lí chi̍t-kóa “choan-ka bô goān-ì ēng sî-kan ê kò͘-sū”. Chia-ê lâng sêng-kûn ha̍p-chōe-ok-kámê ki-pún chiân-tê sī “múi-chi̍t-ê-lâng bô hit-chióng kàu-gia̍h ka-kī chi̍t-lâng hùn-tò͘ ê pún-chîⁿ”, “pún-lâi chiū bô khó-lêng sia̍p-ji̍p kò͘-sū khì-gia̍p”, kap “chāi-lâi m̄-bat siūⁿ-beh chham-ú kò͘-sū keng-êng ê sū-bū.”
• If these people are young people, they might find their hidden potential, new vision and new talent through such participation. The older participants might find some new careers that keep them occupied through their last days. It is fun, meaningful, and helpful with legacy for their grandchildren or friends to savor.    這些人若是年輕人，就可能透過這樣的參與找到個人的潛力、新的眼光、與新的才能。若是年老的人，就會找到夠忙到最後一天的事業，好玩又有意義、有貢獻，可能留下典範給子孫或朋友們繼續品嚐無窮。     Chiah-êlâgn nā-sī iáu-koh nî-khin, chiū khó-lêng thàu-kòe chit-iūⁿ ê chham-ú chhōe-tio̍h kò-jîn ê chiâm-le̍k, sin ê gán-kong, kap sin ê châi-lêng. Nā-sī nî-lāu ê lâng, chiū ē chhōe-tio̍h ū-kàu thang bô-êng kàu sāng-bóe-ji̍t ê sū-gia̍p, hó-sńg kohū ì-gī, ū kòng-hiàn, koh ē-thang lâu kóa tián-hoān hō͘ kiáⁿ-sun kap pêng-iú kè-sio̍k phín-sióng bû-kiông-chīn.
• What are the principles in running the groups? First of all, let everyone visualize the direct and indirect benefits, skills, philosophies, theories, preconditions, and difficulties, obstacles, and so on involved. Then everyone needs to understand the possible divisions of labor, the needs and the technology for communication and coordination. Then everyone might need to know how to distribute benefits, including how to price the contribution, recognize and judge the credits, direct contributions, obstacles, and harm. All division of labor and cooperation will inevitably require documentation, accounting, record keeping, review and review. Reforming the project. 這些人成群合作的要領有哪些呢？首先要讓大家看出有哪些直接跟間接的好處、技能、哲理、理論、前提、困難、障礙、等等。再來就是有哪些可能的分工方式、溝通協調的需求與技術。然後可能會需要認識如何分配利益，包括如何定價、判斷功勞、貢獻、障礙、與傷害。一切的分工合作都難免需要記錄、記帳、保存記錄、回顧與檢討、重整工程。     Chia-ê lâng kui-tīn beh ha̍p-chok ūsím-mih iàu-léng neh? Tāi-seng, ài hō͘ ta̍k-ê khòaⁿ ē chhut ū sím-mih ti̍t-chiap kap kàn-chiap ê hó-chhù, kì-lêng, tia̍t-lí, lí-lūn, chiân-tê, khùn-lân, that-gāi, téng-téng. Koh-lâi tō-sī ū sím-mih khó-lêng ê hun-kang hong-sek, kou-thong hia̍p-tiâu ê su-kiû kapkì-su̍t. Jiân-āu khó-lêng ē su-iàu jīn-sek jû-hô hun-phòe lī-ek, pau-khoat jǔ-hô tēng-kè, phòaⁿ-toàn kong-lô, kòng-hiàn, that-gāi, kap siong-hāi. It-chhè ê hun-kang ha̍p-chōe-ok-kám long lân-bián su-iàu kì-lio̍k, kì-siàu, pó-chûn kì-lio̍k, hôe-kò͘ kap kiám-thó, tiong-chêng kang-thêng.
• One of the simplest and most necessary exercises is to keep and manage the stories of the entire team through a division of labor, from conceptualization, formation, growth, frustration, ..., to harvesting, sharing the benefits, continuation, and so on.     一個最簡單也必要的練習題就是分工合作地記下整個團隊的故事。從動念、形成、成長、挫折、…、到收割、分享、延續，等等。     Chi̍t-ê chòe kán-tan iā sī pit-iàu ê liān-si̍p tê chiū-sī “ēng hun-kang ha̍p-chok ê hong-sek chiong thoân-tūi ê kò͘-sū kì-loh-lâi”. Tùi tōng-liām, hêng-sêng, sêng-tiòng, chhò-chiat （chhò-pāi, tuǹ-teⁿ）, téng-téng.