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7/23/2019 Smith LTU ACL Creativity Innovation IDEO 510 s5 1
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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 ,
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,
/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
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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
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&nnovation and Creativity
0 &ndividually reflect on
– #ey features and ho! to cultivate innovation
and creativity in a team environment
– $ecord your ideas
0 'urn to the person ne6t to you
– E6change ideas
– 5evelop a list to share !ith !hole group
0 /hole =roup discussion
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>
http://www.amazon.com/Creative-Spirit-2Tie-PBS/dp/0525933549
http://www.amazon.com/PR!"S#-P$%&-Part-!other-"nvention/dp/B00'($45!/re)*pd+,+d+tet+,
http:!!!.michael-ray.com
http:!!!.danielgoleman.info9log
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=uide to &ncreasing &nnovation
ma9ile 1 #haire ),A*0 &f youBre trying to enhance creativity:
– $emem9er that you are not the sole fount of
ideas – Ena9le colla9oration
– Enhance diversity
– Map the stages of creativity and attend to their
different needs
– ccept the inevita9ility and utility of failure
– Motivate !ith intellectual challenge
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http:!!!.9usiness!eek.commagaDinecontent?98FA<.htm
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F
Geong #im – 5irector Hell +a9s0 I'here are people in the hedge-fund and financial
sectors !ho have made so much money;I hesays. IHut !hat have they created3 /hat value3I
The goal of the innovator, as he sees it, is to
have a positive impact on your company, your
country, and yourself .
0 Hy his estimation; Hell +a9sJ value is in its critical
mass – a lot of researchers in close pro6imity;
sharing insights and e6pertise. Hut he also pointsto t!o earlier Hell +a9s inventions: I$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
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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
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"Innovation' isn't what
innovators do....it's whatcustomers and clientsadopt .“ – MichaelSchrage
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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. <–>>.*
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8
http:!!!.aacu.orgadvocacyleapdocuments$eAFa9com9ined.pdf
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'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-,.
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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
$
(
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$
M
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C
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+
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Teamwork
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?
Characteristics of Effective 'eams0 303
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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
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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*
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F
$eal 'eam
0 clear 9oundaries
0 team mem9ers are interdependent for
some common purpose; producing apotentially assessa9le outcome for!hich mem9ers 9ear collectiveresponsi9ility
0 at least moderate sta9ility ofmem9ership
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,http:!!!.ce.umn.edu"smithdocs7mith-C+O,4andoutO,A.pdf
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,
'eam!ork 7kills
0Communication0 +istening and Persuading
05ecision Making0Conflict Management0+eadership
0'rust and +oyalty
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Group Processing
Plus/Delta Format
Plus (+)
Things That Group Did Well
Delta (Δ)
Things Group Could mpro!e
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,8
Team Charter
0 'eam name; mem9ership; and roles
0 'eam Mission 7tatement
0 nticipated results )goals*0 7pecific tactical o9ectives
0 "round rules!"uiding principles for
team participation
0 7hared e6pectationsaspirations
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Code of Cooperation
•"#"$% 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
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,>
http:!!!.9usiness!eek.com
magaDinecontent<,98AA
8mD.htm'ime; pril ,>
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,?http:!!!.stanford.edugroupdschool9igpictureourvision.html
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,
&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
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,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.?.
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&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
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"# The eep ive
"# ha ,een identi)ied a%merica6 $eadin ein 7irm.
"#6 pecia8 inredient:Team
C8tre
!ethodo8o
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"# The eep ive
iewin Perpective:Team
C8tre
!ethodo8o
ideorapher
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“THE DEEP DIVE”Five Days at
I
D
E
O
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Components of &5E2 process
Creation of L4ot 'eams
Hrainstorming
$apid Prototyping
29serving 1 +istening from Customers
'hinking of products in terms of ver(s;rather than nouns
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"#6 Team
;amed <ot Team.
!8tidicip8inar.
=rop 8eader i ained ,aed ontheir a,i8itie to wor> with rop.
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7even 7ecrets for Hetter Hrainstorming
. 7harpen the focus
,. Playful rules
8. %um9er your ideas
<. Huild and ump
>. 'he space remem9ers
?. 7tretch your mental muscles
. =et physical
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P8a)8 R8e ne converation at a time
Sta )oced on the ta>
#ncorae wi8d idea
=o )or ?antit
Be via8 e)er @dment
Bi8d on the idea o) other
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"#6 C8tre
#mp8oee dein their own wor>inarea.
#mp8oee have interet and >i88 towor> with a wide rane o) peop8e.
;o hierarchie.
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Bi8d &or =reenhoe
Bi8din;eih,orhood
Thin> Pro@ectA Thin>Perona8
Bi8din B8oc>
"npiration )rom
%dveritPrototpe &or pace
Create a Team "con
atch &or Bod$anae
Simp8e Team Space<ierarch i the#nem o) Team Space
=ive &or or>er a
iewTe88 Storie
!a>e &or n> Sin
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Bi8d &or =reenhoe
Bi8din ;eih,orhood%rea o) Conreation
$one / Common %rea
!aintreet7orced "nteraction
;eed )or PrivacDiet %rea
"ndivida8it
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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
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"#6 !ethod
user
desira9ility
technical
feasi9ility
9usiness
via9ility
insights and
opportunities implementation
*servation ImplementationPrototyping&rainstorming
www.ideo.com
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&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+
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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
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&5E2Bs &nnovation Methodology&5E2Bs &nnovation Methodology
7ource: http:!!!.media!erk.chnervecategoryvisual-literacy
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www.ideo.com
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&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.
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&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.