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running-offsites

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Running Offsites

线下务虚会执行指南

Scope

适用范围

Covers
  • Designing an offsite that produces durable alignment + decisions + momentum (not “good vibes”)
  • Choosing the right format: 1-day whiteboard sprint, multi-day retreat, or remote-first quarterly bursts
  • Creating conditions for deep work: laptops down, physical collaboration, and “out of day-to-day” space
  • Building human connection before hard strategy work (so the room can disagree productively)
  • Ending with clear artifacts: decisions, action plan, and follow-up communication that prevents backsliding
When to use
  • “Plan a team offsite / retreat with a concrete agenda and outputs.”
  • “Design a strategy offsite that results in decisions and owners.”
  • “We’re remote-first—create a quarterly in-person ‘burst’ plan.”
  • “Create the offsite prework + facilitation guide + logistics checklist.”
  • “Turn our offsite into a documented plan and follow-up comms.”
When NOT to use
  • You’re trying to fix deep interpersonal conflict with a workshop (“storytelling” won’t fix trust); do conflict repair first (or involve HR/leadership).
  • You don’t know what you’re trying to achieve (use problem definition or product vision first).
  • You need a large-scale event with complex vendor/contracting needs (use professional event planning support; this skill focuses on team-level offsites).
  • The request is HR/legal/compliance-sensitive (escalate to humans and follow company policy).
涵盖内容
  • 设计能带来持久共识、明确决策和推进动力的务虚会（而非仅仅“营造氛围”）
  • 选择合适的形式：单日白板冲刺会、多日团建Retreat，或远程优先的季度集中工作
  • 创造深度工作的条件：关闭电脑、线下协作、脱离日常工作环境
  • 在重要战略工作之前建立人际联结（让团队成员能高效地表达不同意见）
  • 最终产出清晰的成果：决策、行动计划，以及防止成果流失的后续沟通内容
适用场景
  • “规划一场有具体议程和明确产出的团队线下务虚会/团建活动。”
  • “设计一场能产出决策和负责人的战略务虚会。”
  • “我们是远程优先团队——制定一份季度线下集中工作的计划。”
  • “生成务虚会的会前准备材料、引导指南和后勤清单。”
  • “将我们的务虚会转化为书面计划和后续沟通内容。”
不适用场景
  • 试图通过工作坊解决深层人际冲突（“讲故事”无法修复信任）；应先解决冲突（或寻求HR/管理层介入）。
  • 你不清楚活动的核心目标（先进行问题定义或产品愿景梳理）。
  • 需要大型活动及复杂供应商/合同支持（请寻求专业活动策划支持；本方案聚焦团队级别的务虚会）。
  • 涉及HR/法务/合规敏感内容（请上报相关人员并遵循公司政策）。

Inputs

输入要求

Minimum required
  • Offsite type: strategy / planning / retro / team reset / “burst”
  • Outcomes: 3–7 desired outputs (decisions, plans, relationship goals)
  • Participants (count, roles, time zones) + who must be in the room for decisions
  • Constraints: dates, duration, budget band, location constraints, accessibility needs
  • Current state: what’s broken today + any known tensions/elephants-in-the-room
Missing-info strategy
  • Ask up to 5 questions from references/INTAKE.md (3–5 at a time).
  • If details are missing, proceed with explicit assumptions and offer 2–3 format options.
  • Do not request secrets; use anonymized/redacted context.
最低要求
  • 务虚会类型：战略/规划/回顾/团队重置/“集中工作”
  • 预期产出：3–7项期望成果（决策、计划、关系目标）
  • 参会人员（人数、角色、时区）+ 必须到场参与决策的人员
  • 约束条件：日期、时长、预算范围、地点限制、无障碍需求
  • 当前状态：现存问题 + 已知的矛盾/未公开的问题
缺失信息处理策略
  • 从references/INTAKE.md中提出最多5个问题（每次3–5个）。
  • 若信息缺失，基于明确假设推进，并提供2–3种形式选项。
  • 不得索要保密信息；使用匿名/脱敏的背景信息。

Outputs (deliverables)

产出物（交付件）

Produce an Offsite Pack (Markdown in-chat; or files if requested) in this order:
  1. Offsite Brief (1-pager) (purpose, outcomes, decisions-in-scope, attendees, constraints, success measures)
  2. Agenda (timed) + Session Output Map (each block has an explicit artifact output)
  3. Prework Pack (pre-read + prompts + assignments + data/inputs to bring)
  4. Facilitation Run-of-Show (scripts, norms, “laptops down” rules, decision capture method)
  5. Logistics Plan + Checklist (venue/rooms/materials/food/tech/accessibility + backup plan)
  6. Post-Offsite Output Pack (notes, decisions, action plan, follow-up comms, review checkpoints)
  7. Risks / Open questions / Next steps (always included)
Templates: references/TEMPLATES.md
Expanded guidance: references/WORKFLOW.md
生成务虚会资料包（聊天内以Markdown格式呈现；或按需生成文件），顺序如下：
  1. 务虚会简报（单页）（目的、预期产出、决策范围、参会人员、约束条件、成功衡量标准）
  2. 计时议程 + 环节产出映射表（每个环节都有明确的成果产出）
  3. 会前准备包（预读材料+提示+任务+需携带的数据/输入内容）
  4. 引导执行脚本（开场话术、规则、“关闭电脑”要求、决策记录方法）
  5. 后勤计划+清单（场地/房间/物料/餐饮/技术/无障碍设施+备用方案）
  6. 会后产出包（笔记、决策、行动计划、后续沟通内容、回顾检查点）
  7. 风险/未解决问题/下一步行动（必须包含）
模板：references/TEMPLATES.md
扩展指南：references/WORKFLOW.md

Workflow (8 steps)

工作流（8步）

1) Intake + boundary check (don’t design the wrong offsite)

1) 信息收集+边界检查（避免设计错误的务虚会）

  • Inputs: user context; references/INTAKE.md.
  • Actions: Confirm: offsite type, desired outputs, constraints, and whether there’s underlying conflict/trust debt that must be handled first.
  • Outputs: Context snapshot + assumptions/unknowns list + “offsite is appropriate” decision.
  • Checks: You can name the “elephants” (at a safe level) and decide whether to address them directly, defer them, or escalate.
  • 输入：用户提供的背景信息；references/INTAKE.md。
  • 行动：确认：务虚会类型、预期产出、约束条件，以及是否存在必须先解决的潜在矛盾/信任债务。
  • 输出：背景快照+假设/未知事项列表+“务虚会合适性”判断。
  • 检查：你可以在安全层面指出“未公开的问题”，并决定是直接解决、推迟还是上报。

2) Define outcomes and decisions (artifact-first)

2) 定义预期产出和决策（成果优先）

  • Inputs: goals; constraints; stakeholder/participant roles.
  • Actions: Convert goals into 3–7 concrete outputs (decisions, plans, principles, team norms). Define what must be decided in the room vs prepared in advance.
  • Outputs: Offsite Brief sections: outcomes, decisions-in-scope, non-goals, success measures.
  • Checks: Each outcome has an owner and a clear “done” definition.
  • 输入：目标；约束条件；利益相关者/参会人员角色。
  • 行动：将目标转化为3–7项具体产出（决策、计划、原则、团队规则）。明确哪些决策必须现场完成，哪些可以提前准备。
  • 输出：务虚会简报相关部分：预期产出、决策范围、非目标、成功衡量标准。
  • 检查：每项产出都有负责人和明确的“完成”定义。

3) Choose the right format (burst vs retreat vs whiteboard day)

3) 选择合适的形式（集中工作/团建/单日白板会）

  • Inputs: outcomes; time available; work mode (remote/hybrid/on-site).
  • Actions: Pick an offsite shape:
    • Whiteboard day for deep strategic work (“defrag the day”, laptops down).
    • Retreat (1.5–3 days) for reset + strategy + team bonding.
    • Burst cadence (quarterly) for remote-first high-velocity creative work.
  • Outputs: Format recommendation + draft schedule skeleton (day blocks) + cadence suggestion.
  • Checks: The format matches the work (creative/strategic/relationship) and the energy budget (no 8 hours of talks).
  • 输入：预期产出；可用时间；工作模式（远程/混合/线下）。
  • 行动：选择务虚会形式：
    • 单日白板冲刺会：适用于深度战略工作（“摆脱日常琐碎”，关闭电脑）。
    • 团建Retreat（1.5–3天）：适用于团队重置+战略规划+人际联结。
    • 季度集中工作：适用于远程优先的高节奏创意团队。
  • 输出：形式建议+初步日程框架（按天划分）+节奏建议。
  • 检查：形式与工作类型（创意/战略/关系）和团队精力匹配（避免8小时纯演讲）。

4) Design the agenda as a sequence of outputs

4) 按产出序列设计议程

  • Inputs: outcomes; session library in references/WORKFLOW.md.
  • Actions: Build a timed agenda where every session produces an artifact (decision log entry, principles list, strategy bets, roadmap slice, working agreements). Add breaks and “connection first” time.
  • Outputs: Agenda + Session Output Map.
  • Checks: At least 60% of time is interactive/co-creation; sessions have explicit facilitators and outputs.
  • 输入：预期产出；references/WORKFLOW.md中的环节库。
  • 行动：制定计时议程，每个环节都对应明确的成果（决策日志条目、原则列表、战略赌注、路线图片段、工作协议）。加入休息时间和“先联结”环节。
  • 输出：议程+环节产出映射表。
  • 检查：至少60%的时间用于互动/共创；每个环节都有明确的引导者和产出。

5) Build prework that protects the offsite (remove day-to-day)

5) 准备会前材料，保障务虚会效率（脱离日常）

  • Inputs: topics; data needed; participant availability.
  • Actions: Create a prework pack that gathers inputs asynchronously and reduces meeting time wasted on context. Explicitly set “out of routine” expectations (no email/Slack during blocks, if feasible).
  • Outputs: Prework Pack (pre-read + prompts + assignments).
  • Checks: Participants can arrive ready to decide (not just “get informed”).
  • 输入：讨论主题；所需数据；参会人员可用时间。
  • 行动：生成会前准备包，异步收集输入内容，减少会议中用于背景介绍的时间。明确设定“脱离常规”的期望（若可行，环节期间不处理邮件/Slack）。
  • 输出：会前准备包（预读材料+提示+任务）。
  • 检查：参会人员到场时已做好决策准备（而非仅仅“了解信息”）。

6) Write the facilitation run-of-show (make it runnable)

6) 编写引导执行脚本（确保可落地）

  • Inputs: agenda; team norms; facilitation constraints.
  • Actions: Draft the facilitation script: opening framing, norms, “laptops down” rule, whiteboard usage, breakout instructions, decision capture, and how to handle disagreement safely.
  • Outputs: Facilitation Run-of-Show.
  • Checks: A facilitator could run the day with minimal additional context; decision capture is defined.
  • 输入：议程；团队规则；引导约束条件。
  • 行动：起草引导脚本：开场框架、规则、“关闭电脑”要求、白板使用说明、分组讨论指令、决策记录方法，以及安全处理不同意见的方式。
  • 输出：引导执行脚本。
  • 检查：引导者无需额外背景信息即可开展活动；决策记录方法已明确。

7) Logistics + infrastructure (make it frictionless)

7) 后勤+基础设置（确保无摩擦）

  • Inputs: format; location; budget band; accessibility needs.
  • Actions: Create a logistics plan and checklist (venue/rooms, supplies, food, travel, tech, accessibility, contingency plans). For bursts: define a repeatable booking/logistics process.
  • Outputs: Logistics Plan + Checklist.
  • Checks: Known failure modes are covered (no markers, bad room setup, no breaks, travel chaos, AV issues).
  • 输入：形式；地点；预算范围；无障碍需求。
  • 行动：生成后勤计划和清单（场地/房间、物料、餐饮、差旅、技术、无障碍设施、应急预案）。对于季度集中工作：制定可重复的预订/后勤流程。
  • 输出：后勤计划+清单。
  • 检查：已覆盖已知的风险点（无马克笔、场地布局不合理、无休息时间、差旅混乱、音视频问题）。

8) Close with memory + follow-through (prevent “Monday amnesia”)

8) 收尾：留存记忆+跟进执行（防止“周一失忆”）

  • Inputs: notes/outputs; owners; timelines.
  • Actions: Produce a post-offsite pack: decisions, action plan with owners/dates, follow-up comms, and review checkpoints. Add a “memory artifact” (1-page narrative, principles, or photo of boards + summary).
  • Outputs: Post-Offsite Output Pack + comms draft + review plan.
  • Checks: Every decision has an owner and next step; stakeholders not in the room receive a crisp summary.
  • 输入：笔记/产出；负责人；时间线。
  • 行动：生成会后产出包：决策、带负责人/日期的行动计划、后续沟通内容、回顾检查点。加入“记忆成果”（单页总结、原则列表、白板照片+摘要）。
  • 输出：会后产出包+沟通草稿+回顾计划。
  • 检查：每项决策都有负责人和下一步行动；未参会的利益相关者收到简洁的总结。

Quality gate (required)

质量把关（必填）

  • Run references/CHECKLISTS.md and score with references/RUBRIC.md.
  • Always include: Risks, Open questions, Next steps.
  • 执行references/CHECKLISTS.md并根据references/RUBRIC.md评分。
  • 必须包含：风险、未解决问题、下一步行动。

Examples

示例

Example 1 (strategy offsite): “Plan a 1-day strategy offsite for a 10-person product team (remote-first). Output the offsite brief, agenda + run-of-show, prework, logistics checklist, and post-offsite decision/action templates.”
Expected: Offsite Pack with laptops-down whiteboard blocks + clear decision capture.
Example 2 (quarterly bursts): “Design a quarterly 2-day in-person burst cadence for a distributed team (PST/EST/UK). Include repeatable logistics, prework, and a default agenda that balances connection and deep work.”
Expected: Burst program plan + default burst agenda + ops checklist.
Boundary example: “Run a storytelling workshop to fix our leadership team’s distrust.”
Response: explain that skills workshops won’t fix trust debt; recommend addressing conflict/relationships first, then revisit an offsite focused on working agreements and decision norms.
示例1（战略务虚会）：“为10人产品团队（远程优先）规划1天的战略务虚会。输出务虚会简报、议程+执行脚本、会前准备材料、后勤清单，以及会后决策/行动模板。”
预期产出：包含关闭电脑的白板工作环节+明确决策记录的务虚会资料包。
示例2（季度集中工作）：“为分布式团队（PST/EST/UK时区）设计季度2天的线下集中工作节奏。包含可重复的后勤流程、会前准备材料，以及平衡联结和深度工作的默认议程。”
预期产出：集中工作方案+默认集中工作议程+运营清单。
边界示例：“开展讲故事工作坊以修复领导团队的信任问题。”
回应：说明技能工作坊无法修复信任债务；建议先解决冲突/关系问题，再重新规划聚焦于工作协议和决策规则的务虚会。