smith ltu acl creativity innovation ideo 510 s5 1

7/23/2019 Smith LTU ACL Creativity Innovation IDEO 510 s5 1

http://slidepdf.com/reader/full/smith-ltu-acl-creativity-innovation-ideo-510-s5-1 1/47

Facilitating Innovation and

Creativity in a Team Environment

Karl A. SmithEngineering Education – Purdue University

Civil Engineering - University of [email protected]

http:!!!.ce.umn.edu"smith

#E$% &nnovative 'eaching (aculty )#&'*+a!rence 'echnological University

May ,



,

/orkshop +ayout0 /elcome 1 2vervie!

0 &nnovation and Creativity

– /hat are the key features3

– 4o! do !e cultivate3

0 &nnovation and Creativity in a 'eam Environment

– 4igh performance team!ork

– &5E2 e6ample

0 /rap-up and %e6t 7teps



8

7ession 29ectives

0 Participants !ill 9e a9le to descri9e key elements of: – &mportance and features of high performance team!ork for

fostering innovation and creativity

– &5E2 approach to innovation and creativity

0 Participants !ill 9egin applying key elements to the

designre-design of a course; la9 or class session orlearning module



<

&nnovation and Creativity

0 &ndividually reflect on

– #ey features and ho! to cultivate innovation

and creativity in a team environment

– $ecord your ideas

0 'urn to the person ne6t to you

– E6change ideas

– 5evelop a list to share !ith !hole group

0 /hole =roup discussion



>

http://www.amazon.com/Creative-Spirit-2Tie-PBS/dp/0525933549

http://www.amazon.com/PR!"S#-P$%&-Part-!other-"nvention/dp/B00'($45!/re)*pd+,+d+tet+,

http:!!!.michael-ray.com

http:!!!.danielgoleman.info9log



?

=uide to &ncreasing &nnovation

ma9ile 1 #haire ),A*0 &f youBre trying to enhance creativity:

– $emem9er that you are not the sole fount of

ideas – Ena9le colla9oration

– Enhance diversity

– Map the stages of creativity and attend to their

different needs

– ccept the inevita9ility and utility of failure

– Motivate !ith intellectual challenge



A

http:!!!.9usiness!eek.commagaDinecontent?98FA<.htm



F

Geong #im – 5irector Hell +a9s0 I'here are people in the hedge-fund and financial

sectors !ho have made so much money;I hesays. IHut !hat have they created3 /hat value3I

The goal of the innovator, as he sees it, is to

have a positive impact on your company, your

country, and yourself .

0 Hy his estimation; Hell +a9sJ value is in its critical

mass – a lot of researchers in close pro6imity;

sharing insights and e6pertise. Hut he also pointsto t!o earlier Hell +a9s inventions: I$emem9er;

the transistor !as invented 9y three people; not

8;. 'he laser !as invented 9y t!o.I

Gon =ertner; Fast Company, (e9ruary; ,Ahttp:!!!.fastcompany.commagaDine,,mad-scientist.html



Serious Play

PrototypingInnovation

Collaoration

Prototyping is pro9a9ly thesingle most pragmatic 9ehavior

the innovative firm can practice

&nnovation is more social thanpersonalMichael 7chrage. ,. Serious

Play: How the World =s Best

Companies Simulate to Innovate



"Innovation' isn't what

innovators do....it's whatcustomers and clientsadopt .“ – MichaelSchrage



5esign team failure is usually due to

failed team dynamics

)+eifer; #oseff 1 +ensho!; FF>*.

&tBs the soft stuff thatBs hard; the hard

stuff is easy)5oug /ilde; Kuoted in +eifer; FF*

Professional 7kills)7human; +.; Hesterfield-7acre; M.; and Mc=ourty; G.; L'he

HE' Professional 7kills-Can 'hey He 'aught3 Can 'hey He ssessed3

Journal of Enineerin Edu!ation; No. F<; %o. ; ,>; pp. <–>>.*



8

http:!!!.aacu.orgadvocacyleapdocuments$eAFa9com9ined.pdf



<

'op 'hree Main Engineering /ork ctivities

Engineering Total

0 5esign – 8?O

0 Computer

applications – 8O

0 Management –

,FO

Civil!Architectural

0 Management – <>O

0 5esign – 8FO

0 Computerapplications – ,O

Hurton; +.; Parker; +; 1 +eHold; /. FFA.

U.7. engineering career trends. "SEE

Prism; # )F*; A-,.



>

P s e u d o - g r o u p

' r a d i t i o n a l= r o u p

C o o p e r a t i v e

= r o u p

4 i g h - p e r f o r m i n gC o o p e r a t i v e = r o u p

& n d i v i d u a l

M e m 9 e r s

P

E

$

(

2

$

M

@

%

C

E

+

E

N

E

+

' P E 2 ( = $ 2 U P

Teamwork



?

Characteristics of Effective 'eams0 303



team is a small num9er of people !ith complementary

skills !ho are committed to a common purpose; performance

goals; and approach for !hich they hold themselves mutually

accounta9le

0 7M++ %UMHE$

0 C2MP+EME%'$ 7#&++7

0 C2MM2% PU$P27E 1 PE$(2$M%CE =2+7

0 C2MM2% PP$2C4

0 MU'U+ CC2U%'H&+&'

--#atDen9ach 1 7mith )FF8*

$he Wisdom of $eams



A

4ackman – +eading 'eams

0 $eal 'eam

0 Compelling 5irection

0 Ena9ling 7tructure

0 7upportive2rganiDational

Conte6t

0 vaila9le E6pert

Coaching

https:research.!h.harvard.edu'57

'eam 5iagnostic 7urvey )'57*



F

$eal 'eam

0 clear 9oundaries

0 team mem9ers are interdependent for

some common purpose; producing apotentially assessa9le outcome for!hich mem9ers 9ear collectiveresponsi9ility

0 at least moderate sta9ility ofmem9ership



,http:!!!.ce.umn.edu"smithdocs7mith-C+O,4andoutO,A.pdf



,

'eam!ork 7kills

0Communication0 +istening and Persuading

05ecision Making0Conflict Management0+eadership

0'rust and +oyalty



Group Processing

Plus/Delta Format

Plus (+)

Things That Group Did Well

Delta (Δ)

Things Group Could mpro!e



,8

Team Charter

0 'eam name; mem9ership; and roles

0 'eam Mission 7tatement

0 nticipated results )goals*0 7pecific tactical o9ectives

0 "round rules!"uiding principles for

team participation

0 7hared e6pectationsaspirations



Code of Cooperation

•"#"$% mem&er is responsi&le 'or the team’s progress and success

•ttend all team meetings and &e on time

•Come prepared•Carr* out assignments on schedule

•isten to and show respect 'or the contri&utions o' other mem&ers, &e an acti!e

listener

•C-.T$0CT#"% critici1e ideas2 not persons

•$esol!e con'licts constructi!el*2

•Pa* attention2 a!oid disrupti!e &eha!ior•!oid disrupti!e side con!ersations

•-nl* one person speaks at a time

•"!er*one participates2 no one dominates

•3e succinct2 a!oid long anecdotes and e4amples

• .o rank in the room

•$espect those not present•sk 5uestions when *ou do not understand

•ttend to *our personal com'ort needs at an* time &ut minimi1e team disruption

•6#" F0.77

•8

dapted 'rom 3oeing ircra't Group Team 9em&er Training 9anual



,>

http:!!!.9usiness!eek.com

magaDinecontent<,98AA

8mD.htm'ime; pril ,>



,?http:!!!.stanford.edugroupdschool9igpictureourvision.html



,

&deoJs five-point model for

strategiDing 9y design:

#it the Streets

$ecruit T%Shaped People

&uild to Thin'The Prototype Tells a

Story

(esign Is )ever (one

5esign 'hinking5

i s c i pl i n e' h i nk i n g

'om (riedman

4oriDontaliDe

2urselves

C1U Collee %earnin

For the &ew 'lo(al Century



,A

'he &nnovation Gourney

NandeNen; Polley; =arud 1 Nenkataraman; FFF.

'he innovation ourney is a

nonlinear cycle of divergent and

convergent activities that mayrepeat over time and at different

organiDational levels if resources

are o9tained to rene! the cycle; p.?.



&5E2 – 5eep 5ive Nideo

HC %e!s

%ightline - 8FF

vaila9le (rom HC %e!s 7tore

!!!.a9cne!s.com

#elley; 'om and +ittman; Gonathan ),* $he art of innovation:%essons in !reativity from I)E*, "meri!a=s leadin desin firm.

%e! ork: $andom 4ouse

#elley; 'om and +ittman; Gonathan ),>* $he ten fa!es of

innovation: I)E*+s strateies %e! ork: Currency5ou9leday



"# The eep ive

"# ha ,een identi)ied a%merica6 $eadin ein 7irm.

"#6 pecia8 inredient:Team

C8tre

!ethodo8o



"# The eep ive

iewin Perpective:Team

C8tre

!ethodo8o

ideorapher



“THE DEEP DIVE”Five Days at

I

D

E

O



Components of &5E2 process

Creation of L4ot 'eams

Hrainstorming

$apid Prototyping

29serving 1 +istening from Customers

'hinking of products in terms of ver(s;rather than nouns



"#6 Team

;amed <ot Team.

!8tidicip8inar.

=rop 8eader i ained ,aed ontheir a,i8itie to wor> with rop.



7even 7ecrets for Hetter Hrainstorming

. 7harpen the focus

,. Playful rules

8. %um9er your ideas

<. Huild and ump

>. 'he space remem9ers

?. 7tretch your mental muscles

. =et physical



P8a)8 R8e ne converation at a time

Sta )oced on the ta>

#ncorae wi8d idea

=o )or ?antit

Be via8 e)er @dment

Bi8d on the idea o) other



"#6 C8tre

#mp8oee dein their own wor>inarea.

#mp8oee have interet and >i88 towor> with a wide rane o) peop8e.

;o hierarchie.



Bi8d &or =reenhoe

Bi8din;eih,orhood

Thin> Pro@ectA Thin>Perona8

Bi8din B8oc>

"npiration )rom

%dveritPrototpe &or pace

Create a Team "con

atch &or Bod$anae

Simp8e Team Space<ierarch i the#nem o) Team Space

=ive &or or>er a

iewTe88 Storie

!a>e &or n> Sin



Bi8d &or =reenhoe

Bi8din ;eih,orhood%rea o) Conreation

$one / Common %rea

!aintreet7orced "nteraction

;eed )or PrivacDiet %rea

"ndivida8it



7ive tep to "#6 innovation

Endertand the mar>et/c8ient/techno8o/contraint

,erve rea8 peop8e in rea8 itation ia8ize new-to-the-wor8d concept F8timate ctomer

#va8ate F re)ine prototpe "mp8ement new concept )orcommercia8ization



"#6 !ethod

user

desira9ility

technical

feasi9ility

9usiness

via9ility

insights and

opportunities implementation

*servation ImplementationPrototyping&rainstorming

www.ideo.com



&deo Hrainstorming

2ne Conversation at a

time

Quantity is key

Use Nisual ids early

ggregation of &deas

Customer

$esponse

(easi9ility

Market

Potential 2pportunity E6ecution

*servation ImplementationPrototyping&rainstorming

R !!!.ideo.comhttp:!!!.ventures.com9usinessguidecsproduct-designideo.html

. 5uration: +imit 'ime to an 4our

,. 5onBts: %o Presentations; %or a time

to poll employees; and not a9outs!anky retreats.

8. &dea Engine: Hlue 7ky approach.

(eep (ive+



4o! to #ill Hrainstorming

'he 9oss speaks first.

Every9ody gets a turn

E6perts 2nly – diversity trumps e6pertise

0 #elleyBs $ule: person !ho can 9uild things; !ith customer e6perience; and a sci-fi nerd.

2ff 7ite

%o 7illy 7tuff 5ocument Everything

http:!!!.Kualityoflife.orgich&5E2&5E2.cfm



&5E2Bs &nnovation Methodology&5E2Bs &nnovation Methodology

7ource: http:!!!.media!erk.chnervecategoryvisual-literacy



www.ideo.com



&nnovation $esources

dditional Perspectives on &nnovation:

0 (EC - 7chein; Edgar 4.; et.al. ,8. )EC is dead: %on live )EC -$he lastin lea!y of )iital E.uipment Corporation. 7an (rancisco:Herrett-#oehler.

0 The Innovation ourney – Nan de Nen; ndre! 4.; Polley; 5ouglas

E.; =arud; $aghu 1 Nenkataraman; 7ankaran. FFF. $he InnovationJourney/ %e! ork: 26ford University Press.

0 *rgani-ational Change and Innovation Processes – Poole;Marshall 7.; Nan de Nen; ndre! 4.; 5ooley; #evin; and 4olmes;Michael E. ,. *rani0ational Chane and Innovation Pro!esses:$heory and 1ethods for 2esear!h/ %e! ork: 26ford UniversityPress.

0 eird Ideas that or' – 7utton; $o9ert &. ,,. Weird Ideas thatWor3: 445467 Pra!ti!es for Promotin, 1anain, and SustaininInnovation. %e! ork: (ree Press.



&nnovation $esources

0 ma9ile; 'eresa M. and #haire; Mukti. ,A. Creativityand the role of the leader. Harvard Business 2eview ;A?)*; -F.

0 Prahalad; C.#. and #rishan; M.7. ,A. 'he %e! ge of&nnovation. %e! ork: Mc=ra!-4ill. (irst chapterhttp:!!!.ne!ageofinnovation.com

0 Herkun; 7cott. ,. $he myths of innovation.7e9astropol; C: 2B$eilly.

0 Ches9rough; 4enry. ,?. *pen innovation: $he newimperative for !reatin and profitin from te!hnoloy .

Cam9ridge; M: 4arvard Husiness 7chool Press0 4argadon; ndre!. ,8. How Brea3throuhs Happen:

$he surprisin truth a(out how !ompanies innovate/ Cam9ridge; M: 4arvard Husiness 7chool Press.

http://www.newageofinnovation.com/

http://www.newageofinnovation.com/

smith ltu acl creativity innovation ideo 510 s5 1

Documents