團體精神建設之人際關系協(xié)調與目標規(guī)劃teaming-work課件

ChrisBernardLookformeonTwitter,FaceBookandLinkedInIDteamingworkshopThispresentationisforeducationspurposesonly.Photosfromunlessotherwisenoted.ChrisBernardLookformeonTwWhat’sgoingtohappentoday?What’sgoingtohappentoday?We’lllearnabout

collaboratingeffectivelyWe’lllearnabout

collaboratinMakinghardthingseasierMakinghardthingseasierPickingtherightapproachesPickingtherightapproachesUnderstandinghowwe’redifferentUnderstandinghowwe’redifferLearnhowtonotignoredysfunctionLearnhowtonotignoredysfunPushourteamsintherightdirectionPushourteamsintherightdiWhattodowhen

wegetstuckWhattodowhen

wegetstuckDetailsIntroductions(Discussion) 60minutes

08:30amto09:30amTeamingFrameworks(Lecture) 30minutes

09:30amto10:00am

Break 15minutes 10:00amto10:15am

Understandingeachother(Lecture) 30minutes 10:15amto10:45amFeedback(Lecture) 15minutes 10:45amto11:00amExercises(Team-based) 60minutes 11:00amto12:00pm

Lunch 60minutes 12:00amto01:00pm

Understandingourteam(Lecture) 15minutes 01:00pmto01:15pm

Exercises(Team-based) 90minutes 01:15pmto02:45pm

Break 15minutes 02:45pmto03:00pm

Exercisesummary(Discussion) 60minutes 03:00pmto04:00pm

Gettingunstuck(Lecture) 45minutes 04:00pmto04:45pm

Break 15minutes 04:45pmto05:00pm

Wrapup(Discussion) 30minutes 05:00pmto05:30pm

Offsite(Optional) 05:30pmto…

DetailsIntroductions(DiscussiWhoamI?AnIDalumni,MDM2006DesignerConsultantEqualmixofworkatsmallcompaniesandtheenterpriseWhoamI?AnIDalumni,MDM200Whatdopeoplethinkofdesigners?WhatdopeoplethinkofdesignMethodology:10kdesigners,15countriesGoal:surfacekey“essence”ofthedesigneraudienceResultshaveguidedv1ofproductofferings95%blackisfavoritecolor(exceptJapan,wherecharcoalblackistop)55%wearturtlenecks5+daysamonth(81%ofthoseareblack)Ponytailsaredisproportionatelycommon(32%ofmen86%ofwomen)DesignerTrackerProjectMethodology:10kdesigners,15Leadership

Stewardship

ResourceManagement

Marketing

Technology

Design======CEO

COO

CFO

CMO

CTO

?Leadership

Stewardship

ResourcInventionInnovationVisionIdentifyingOpportunitiesDevelopingOfferingsGOODBADGOODVision+

Invention=InventionInnovationVisionIdentDesigniconsaredifferentforallofusSource:MicrosoftDesigniconsaredifferentforMeetthedesignerSource:MicrosoftMeetthedesignerSource:ClementMok“Therehasclearlybeenasteadydeclineinthedesignprofessionforover30years,andthesourceofthatdeclineistheprofession’sintractablestasis.Weareunchangedprofessionalsinachangingprofessionalclimate,clutchingatoldidols,whilefailingtocreatenewofferings,failingtoreinventandreinvigoratethepracticewhenneeded,failingtoinculcateaprofessionalculturethatisaccessibleandfair.”Source:CommunicationArtsWhatdoourpeersthink?ClementMok“TherehasclearlyNobodyknowshowmuchtospendIt’stheprocessandnotthepocketbook

CollaborationisthekeySource:Strategy+BusinessWhatdoesbusinessthink?NobodyknowshowmuchtospenWhatdowethink?Whichofthefollowinghave

beencharacteristicsofgoodteamexperiencesatID?Source:DaveMcGaw,IDWhatdowethink?Source:DaveTeammembershaveamixoflevelsofexperienceTeammembershaveamixofskillsAtleastonepersonhasprojectmanagement

skillsPeopletaketurnsleadingtheprojectTeammakesclearassignmentsateachmeetingforwhodoestheworkTeamhasregularweeklymeetingsscheduledTeamsusetoolslikeblogs…etc.,tocollaborateandsharefilesremotelyTeamsmeetsociallyatleastonceduringtheprojectTeamsmembersevaluateeachotherperiodicallyduringtheprojectSource:DaveMcGaw,IDWhatdowethink?TeammembershaveamixoflevWhatdowethink?Whichofthefollowinghave

beencharacteristicsofbadteamexperiencesatID?Source:DaveMcGaw,IDWhatdowethink?Source:DaveWhatdowethink?TeammembershavethesameskillsThesamepersonistheleaderformostoftheprojectTheprojectoperatesbyconsensus—nosingleleaderatanytimeTeamsimprovisingsolutionsjustbeforepresentingSource:DaveMcGaw,IDWhatdowethink?TeammembersWhatdowewant?IexpectgoodteamworkskillstobeanimportantpartofmydesigncareerIhavegoodteamworkskillsrightnowIwouldbenefitfromimprovingmyteamworkskillsSource:DaveMcGaw,IDWhatdowewant?IexpectgoodAgendaWehaveafulldayWehavethree15minutebreaksWehave60minutesforlunchAgendaWehaveafulldayCodeofconductEngage,turnoffthecell-phone,usethelaptopfornotesonlyOnevoiceatatimeRespectyourfellowparticipantsMeetyourfellowparticipantsCodeofconductEngage,turnofThingsI’velearnedThebestinsightsinthisclasscomeattheseamsDuringteamexercisesDuringteamfeedbackDuringthebreaksandadhocconversationsoverlunch,afterclassandonlineThingsI’velearnedThebestinDetailsIntroductions(Discussion) 60minutes

08:30amto09:30amTeamingFrameworks(Lecture) 30minutes

09:30amto10:00am

Break 15minutes 10:00amto10:15am

Understandingeachother(Lecture) 30minutes 10:15amto10:45amFeedback(Lecture) 15minutes 10:45amto11:00amExercises(Team-based) 60minutes 11:00amto12:00pm

Lunch 60minutes 12:00amto01:00pm

Understandingourteam(Lecture) 15minutes 01:00pmto01:15pm

Exercises(Team-based) 90minutes 01:15pmto02:45pm

Break 15minutes 02:45pmto03:00pm

Exercisesummary(Discussion) 60minutes 03:00pmto04:00pm

Gettingunstuck(Lecture) 45minutes 04:00pmto04:45pm

Break 15minutes 04:45pmto05:00pm

Wrapup(Discussion) 30minutes 05:00pmto05:30pm

Offsite(Optional) 05:30pmto…

DetailsIntroductions(DiscussiAframeworkforteams30MinutesAframeworkforteams30Minute團體精神建設之人際關系協(xié)調與目標規(guī)劃teaming-workAreyoureallyateam?Areyoureadyforheavylifting?Source:WisdomofTeamsTwothingstoaskyourselfwhenthinkingaboutteaming…Areyoureallyateam?Source:WhatwewanttolearnHowtodetermineifateamistherightchoiceHowtochosetherightkindofteamUnderstandingwhatisrequiredtoenablethesuccessoftheteamSource:WisdomofTeamsWhatwewanttolearnHowtodeAttheInstituteofDesignwecareabout…AttheInstituteofDesignweHighPerformanceTeamsHighPerformanceTeamsBut,becarefulBut,becareful團體精神建設之人際關系協(xié)調與目標規(guī)劃teaming-workSometimesyoudon’tneedahighperformanceteamtogetthejobdoneSometimesyoudon’tneedahigEffectiveGroupsEffectiveGroupsAneffectivegroup

doesn’trequirethedisciplineandrigorofaperformanceunit.Whenthecharacteristicsofaperformanceunitareappliedtoagroupitcanfrustrateandoverburdenusers.Typicaleffectivegroupsmerelyrequiresan…understandablechartergoodcommunicationdefinedmemberrolestime-efficientprocessesreasonableaccountabilitySource:WisdomofTeamsEffectivegroupsversushighperformanceteamsAneffectivegroupdoesn’treqSingle-leaderUnitsSingle-leaderUnitsSingle-leaderunitsversus

highperformanceteamsSingle-leaderunitsfunctiondifferentlythanaperformingteaminthatthetraditionalmanagementstyleofleadershipisimposedwithadesignatethat…makesthekeydecisionsdelegatesandmonitorsindividualassignmentsandaccountabilitychooseshowandwhentomodifyspecificapproaches.Thebenefitofthisapproachisthatitismoreagileandfamiliartomostindividualsthanthetechniquesrequiredtobeaperformingteam.Source:WisdomofTeamsSingle-leaderunitsversus

hiHighPerformanceTeamsHighPerformanceTeamsSixthingstoknowaboutteamsSixthingstoknowaboutteamsInTheWisdomofTeamsKatzenbachandSmithidentifiedsixbasicscriteriathatwererequiredforeffectiveperformingteams.Source:WisdomofTeamsCharacteristicsof

highperformanceteamsSource:WisdomofTeamsCharactSmallnumbersSmallnumbersSmallnumbersLargenumbersofpeoplehavetroubleinteractingconstructivelyasagroup.Performingteamstypicallyfunctionbestwhenthereareasmallnumberofpeopleworkingtogetherwithfourtosixpeopleoftenbeingagoodtarget.Singleleaderandeffectivegroupsalsobenefitfromsmallnessbutthelessresourceintensivenatureofprocessrequiredforthistypesofteamstypicallymeanstheycanbealittlelarger,intherangeoftwelvetotwenty-fivepeople.Source:WisdomofTeamsSmallnumbersLargenumbersofComplementaryskillsComplementaryskillsComplementaryskillsIntheenterprisehighperformancecompaniesbuildteamsbasedoncomplementaryskills—thisofcourserequiresanunderstandingofwhatskillspeoplehave.It’sfurthercomplicatedinalearninginstitutionaroundnotonlyunderstandingwhatskillspeoplehavebutalsowhatskillstheywouldliketodevelop.Insightsintotechnicalandfunctionalexpertise,problemsolvinganddecisionmakingskillsandinterpersonalskillsareallfactorsthatgointothecreationofeffectiveteams.Source:WisdomofTeamsComplementaryskillsIntheentCommonpurposeCommonpurposeCommonpurposeAteam’seventualperformanceisdirectlycorrelatedtoitspurpose.Ifteammembershaveadifferentpurposeorthatthepurposeoftheteamisunknown,it’sdifficultforteamstoperformeffectively.Source:WisdomofTeamsCommonpurposeAteam’seventuaCommongoalsCommongoalsCommongoalsCommongoalsCommonsetofspecificperformancegoals

Specificperformancegoalsarealso

essentialformostteamstofunction

effectivelyandtheyneedtobedefined

forordevelopedbytheteam.Source:WisdomofTeamsCommonsetofspecificperformCommonworkingapproachCommonworkingapproachCommonlyagreeduponworkingapproachTeamsthatcan’tstandardizeonthesameworkingenvironmentsandtoolsoftendonotfunctionwell.Incompatiblesoftwareandcollaborationtoolscancrippleteamsandcausemassivehitstoproductivityandeffectiveness.Source:WisdomofTeamsCommonlyagreeduponworkingaMutualaccountabilityMutualaccountabilityMutualaccountabilityTeamsneedtoholdthemselvesaccountableandbeevaluatedasateam.Organizationsthatexpectteamperformancebutonlyrewardindividualcontributioninabsenceofaccountabilitytoateamareoftenineffective.

Ifwedon’tincenttheperformancewewant,wewontgettheperformancewewant.Source:WisdomofTeamsMutualaccountabilityTeamsneeIDTeamingWorkshopSource:WisdomofTeamsIDTeamingWorkshopSource:WisTakea

Break15minutesTakeaBreak15minutesDetailsIntroductions(Discussion) 60minutes

08:30amto09:30amTeamingFrameworks(Lecture) 30minutes

09:30amto10:00am

Break 15minutes 10:00amto10:15am

Understandingeachother(Lecture) 30minutes 10:15amto10:45amFeedback(Lecture) 15minutes 10:45amto11:00amExercises(Team-based) 60minutes 11:00amto12:00pm

Lunch 60minutes 12:00amto01:00pm

Understandingourteam(Lecture) 15minutes 01:00pmto01:15pm

Exercises(Team-based) 90minutes 01:15pmto02:45pm

Break 15minutes 02:45pmto03:00pm

Exercisesummary(Discussion) 60minutes 03:00pmto04:00pm

Gettingunstuck(Lecture) 45minutes 04:00pmto04:45pm

Break 15minutes 04:45pmto05:00pm

Wrapup(Discussion) 30minutes 05:00pmto05:30pm

Offsite(Optional) 05:30pmto…

DetailsIntroductions(DiscussiUnderstandingeachother30MinutesUnderstandingeachother30MinWe’redifferentWe’redifferentIndividualdifferencesWhatmakesithardtoworkwithotherfolks?HowdoesthismanifestitselfatID?Dowehavesimilarities,whatarethey?Howcanwelearnmoreaboutsimilaritiesanddifferencesbeforewestartteaming?IndividualdifferencesWhatmakWhatisaMeyersBriggsTypeIndicator?TheMeyersBriggsTypeIndicator(MBTI)isapersonalityprofilingtoolthathasover50yearsofdatabehindit.Therearenorightorwronganswersandthefindingsarenotabsolute,it’snotfateandit’snotdestiny.It’ssimplyatooltohelpfacilitateyourunderstandingofyourownpatternsofbehaviorandhaveacommonlanguageandsetoftoolstounderstandothers.Source:DescriptionforSelf-DiscoveryWhatisaMeyersBriggsTypeIPersonalityhasseveralaspectsThecontextualselfThedevelopedselfThetrueselfUnderstandingpersonality…

…patterns,processes,structure,purposeSource:DescriptionforSelf-DiscoveryPersonalityhasseveralaspectIfyouprefertodirectyourenergytodealwithpeople,things,situations,or"theouterworld",thenyourpreferenceisforExtraversion.Thisisdenotedbytheletter"E".Ifyouprefertodirectyourenergytodealwithideas,information,explanationsorbeliefs,or"theinnerworld",thenyourpreferenceisforIntroversion.Thisisdenotedbytheletter"I".Source:TeamTechnologyWhere,primarily,doyoupreferto

directyourenergy?IfyouprefertodirectyoureWhere,primarily,doyoupreferto

directyourenergy?Extraversion(E)SociabilityInteractionExternalBreadthOutsidethrustRelationshipsActionExternaleventsDo-think-do75%Introversion(I)SolitaryConcentrationInternalDepthInsidepullDeepfriendshipReflectionInternalreationsThink-do-think25%Source:IBMWhere,primarily,doyouprefeIfyouprefertodealwithfacts,whatyouknow,tohaveclarity,ortodescribewhatyousee,thenyourpreferenceisforSensing.Thisisdenotedbytheletter"S".Ifyouprefertodealwithideas,lookintotheunknown,togeneratenewpossibilitiesortoanticipatewhatisn'tobvious,thenyourpreferenceisforIntuition.Thisisdenotedbytheletter"N"(theletterIhasalreadybeenusedforIntroversion).Source:TeamTechnologyHowdoyouprefertoprocessinformation?IfyouprefertodealwithfacSensing(S)ThefivesensesWhatisrealPracticalFactsPresentorientationSensiblePerspirationDown-to-earth75%Intuition(N)HunchesWhatcouldbeTheoreticalInsightsPossibilitiesImaginativeInspirationHead-in-clouds25%Source:IBMHowdoyouprefertoprocessinformation?Sensing(S)Intuition(N)SourceHowdoyouprefertomakedecisions?Ifyouprefertodecideonthebasisofobjectivelogic,usingananalyticanddetachedapproach,thenyourpreferenceisforThinking.Thisisdenotedbytheletter"T".Ifyouprefertodecideusingvaluesand/orpersonalbeliefs,onthebasisofwhatyoubelieveisimportantorwhatyouorotherscareabout,thenyourpreferenceisforFeeling.Thisisdenotedbytheletter"F".Source:TeamTechnologyHowdoyouprefertomakedeciThinking(T)HeadLogicalsystemObjectiveCritiqueReasonFirmbutfairImpersonalFirmness50%Feeling(F)HeartValuesystemSubjectiveComplimentEmpathyCompassionatePersonalPersuasion50%Howdoyouprefertomakedecisions?Source:IBMThinking(T)Feeling(F)HowdoHowdoyouprefertoorganizeyourlife?Ifyoupreferyourlifetobeplanned,stableandorganizedthenyourpreferenceisforJudging(nottobeconfusedwith'Judgmental',whichisquitedifferent).Thisisdenotedbytheletter"J".Ifyouprefertogowiththeflow,tomaintainflexibilityandrespondtothingsastheyarise,thenyourpreferenceisforPerception.Thisisdenotedbytheletter"P".Source:TeamTechnologyHowdoyouprefertoorganizeJudging(J)PlanningControlSettledRunone’slifeSetgoalsDecisiveOrganizedStructured50%Perceiving(P)SpontaneousAdaptTentativeLetlifehappenGetinformationOpenFlexibleUnstructured50%Howdoyouprefertoorganizeyourlife?Source:IBMJudging(J)Perceiving(P)HowdThingstokeepinmindTheMBTIdoesn’tmeasureability,skills,orpotential.

TheMBTImerelygivesyou(andothers)insightsintodominantpreferencesthatyoumayexhibitindifferentenvironments.Source:DescriptionforSelf-DiscoveryThingstokeepinmindTheMBTITeamsdon’tfunctionwellwithoutfeedbackTeamsdon’tfunctionwellwithGivingfeedback15MinutesGivingfeedback15MinutesThreeconceptsaroundfeedbackHowtolistenHowtogiveHowtoreceiveThreeconceptsaroundfeedbackHowcanwelistenmoreeffectively?Wecan…EstablishrapportSuspendjudgmentDemonstrateinterestEncouragethepersontotalkMaintainappropriatesilenceClarifyunderstandingRespondtothemessageSource:IBMHowcanwelistenmoreeffectiHowshouldwegivefeedback?UseapositiveapproachBespecificGivefeedbackonthingsthatapersoncanchangeCheckforunderstandingDiscusswhatyouwayorheardSource:IBMHowshouldwegivefeedback?UsHowshouldwereceivefeedback?RelaxListencarefully,avoidinterruptingAskquestionsforclarityAcknowledgevalidpointsTaketimetosortoutwhatyouheardSource:IBMHowshouldwereceivefeedbackAwordaboutcoachingSharingexperience,givingfeedback,andenablingpeoplecanbeaugmentedwithcoaching.CoachingislikefishingandtherapyallwrappedupintooneGoodcoacheshelppeopleunderstandhowtosolvetheirownproblemsSource:IBMAwordaboutcoachingSharingeAcoachingmodelAcoachingmodelLet’stryitLet’stryitTeamExercises60MinutesTeamExercises60MinutesConclusionsWhathavewelearnedsofar?ConclusionsWhathavewelearneDetailsIntroductions(Discussion) 60minutes

08:30amto09:30amTeamingFrameworks(Lecture) 30minutes

09:30amto10:00am

Break 15minutes 10:00amto10:15am

Understandingeachother(Lecture) 30minutes 10:15amto10:45amFeedback(Lecture) 15minutes 10:45amto11:00amExercises(Team-based) 60minutes 11:00amto12:00pm

Lunch 60minutes 12:00amto01:00pm

Understandingourteam(Lecture) 15minutes 01:00pmto01:15pm

Exercises(Team-based) 90minutes 01:15pmto02:45pm

Break 15minutes 02:45pmto03:00pm

Exercisesummary(Discussion) 60minutes 03:00pmto04:00pm

Gettingunstuck(Lecture) 45minutes 04:00pmto04:45pm

Break 15minutes 04:45pmto05:00pm

Wrapup(Discussion) 30minutes 05:00pmto05:30pm

Offsite(Optional) 05:30pmto…

DetailsIntroductions(DiscussiEatLunch45minutesEatLunch45minutesDetailsIntroductions(Discussion) 60minutes

08:30amto09:30amTeamingFrameworks(Lecture) 30minutes

09:30amto10:00am

Break 15minutes 10:00amto10:15am

Understandingeachother(Lecture) 30minutes 10:15amto10:45amFeedback(Lecture) 15minutes 10:45amto11:00amExercises(Team-based) 60minutes 11:00amto12:00pm

Lunch 60minutes 12:00amto01:00pm

Understandingourteam(Lecture) 15minutes 01:00pmto01:15pm

Exercises(Team-based) 90minutes 01:15pmto02:45pm

Break 15minutes 02:45pmto03:00pm

Exercisesummary(Discussion) 60minutes 03:00pmto04:00pm

Gettingunstuck(Lecture) 45minutes 04:00pmto04:45pm

Break 15minutes 04:45pmto05:00pm

Wrapup(Discussion) 30minutes 05:00pmto05:30pm

Offsite(Optional) 05:30pmto…

DetailsIntroductions(DiscussiUnderstandingourteamsUnderstandingourteamsIntroduction15minutesIntroduction15minutesTheBasadurCreativeProblemSolvingProfile(CPSP)Inventorymeasuresanindividual'suniqueblendofpreferencesforfourstagesofwhatisdefinedasthecreativeprocess.One'slargestquadrantonthegraphrepresentsone'spreferredordominantstyle,whilethesizesoftheotherquadrantsrepresentsupportingorientationsinturn.Theresultinguniqueblendofstylesisone'sprofile.WhatistheCreativeProblemSolvingProfile(CPSP)?TheBasadurCreativeProblemSWhatistheCreativeProblemSolvingProfile(CPSP)?WhatistheCreativeProblemSEachuniquestylereflectsindividualpreferencesforwaysofgainingandusingknowledge.Somepeopleprefertounderstandthingsmorebyexperiencingwhileothersprefertouseabstractthinkingandanalysistounderstand.Also,someprefertouseunderstandingforgeneratingoptionswhileothersprefertouseunderstandingtoevaluateoptions.TheBasadurCPSProfileisnotapersonalitytest.Itmeasuresstates,nottraits.WhatistheCreativeProblemSolvingProfile(CPSP)?EachuniquestylereflectsindThecreativeproblemsolvingprofileisconstructedontwoofthesedimensions.First,bytwooppositewaysofgainingknowledge:(1)Bydirectexperienceand(2)Byabstract,analytical,logicalthinking.Second,bytwooppositewaysofusingknowledge:(1)Byideation(makingnewpossibilities,breakingconnections,diverging)(2)Byevaluation(testingandverifyingnewpossibilities,makingconnections,converging).TheCPSPlooksathowpeoplegetknowledgeandhowtheyuseitThecreativeproblemsolvingpTheCPSPisawayofdiagnosingandexplainingthedifferentcreativeproblemsolvinginclinationsandskillsonepersonhasrelativetoanothersothatthetwocanunderstandhowtoteamtogetherforsynergyandincreasedcreativity,combiningtheirstrengths.TheCPSPlooksathowpeoplegetknowledgeandhowtheyuseitTheCPSPisawayofdiagnosinLet’stryit90minutesLet’stryit90minutesDetailsIntroductions(Discussion) 60minutes

08:30amto09:30amTeamingFrameworks(Lecture) 30minutes

09:30amto10:00am

Break 15minutes 10:00amto10:15am

Understandingeachother(Lecture) 30minutes 10:15amto10:45amFeedback(Lecture) 15minutes 10:45amto11:00amExercises(Team-based) 60minutes 11:00amto12:00pm

Lunch 60minutes 12:00amto01:00pm

Understandingourteam(Lecture) 15minutes 01:00pmto01:15pm

Exercises(Team-based) 90minutes 01:15pmto02:45pm

Break 15minutes 02:45pmto03:00pm

Exercisesummary(Discussion) 60minutes 03:00pmto04:00pm

Gettingunstuck(Lecture) 45minutes 04:00pmto04:45pm

Break 15minutes 04:45pmto05:00pm

Wrapup(Discussion) 30minutes 05:00pmto05:30pm

Offsite(Optional) 05:30pmto…

DetailsIntroductions(DiscussiTakea

Break15minutesTakeaBreak15minutesDetailsIntroductions(Discussion) 60minutes

08:30amto09:30amTeamingFrameworks(Lecture) 30minutes

09:30amto10:00am

Break 15minutes 10:00amto10:15am

Understandingeachother(Lecture) 30minutes 10:15amto10:45amFeedback(Lecture) 15minutes 10:45amto11:00amExercises(Team-based) 60minutes 11:00amto12:00pm

Lunch 60minutes 12:00amto01:00pm

Understandingourteam(Lecture) 15minutes 01:00pmto01:15pm

Exercises(Team-based) 90minutes 01:15pmto02:45pm

Break 15minutes 02:45pmto03:00pm

Exercisesummary(Discussion) 60minutes 03:00pmto04:00pm

Gettingunstuck(Lecture) 45minutes 04:00pmto04:45pm

Break 15minutes 04:45pmto05:00pm

Wrapup(Discussion) 30minutes 05:00pmto05:30pm

Offsite(Optional) 05:30pmto…

DetailsIntroductions(DiscussiSummaryontheCPSP45minutesSummaryontheCPSP45minutesSomestuffismissing…ThisnextsectioncontainscopyrightedcontentthatI’vepulledfromthispresentationbecauseI’mnotpermittedtoshowitoutofaclassroomsetting.HoweveryoucangetthegistofeverythingI’msayingbygoingtoNextD.orgwherethey’vethoughtfullypostedallthiscontent.Checkitoutforyourselvesandmaketheinvestmentofprofilingyourselfandyourteams.It’sthebesttoolI’vefoundforcreativeteams.Somestuffismissing…ThisnexGeneratorDescriptionTheGenerator’stwodominantcreativeproblemsolvinginclinationsare(1)learningbydirectexperience,thatis,sensingtheworldaroundbytouch,smell,taste,hearingandseeing;absorbingknowledgebygettinginvolvedpersonallyandexperiencingandgatheringinformation,and(2)ideation,thatis,imaginingpossibilities,seeingrelevanceineverything,seeingdifferentpointsofview;dreamingaboutwhatmightbe;wonderingwhythingsseemtobewhattheyare;speculatingaboutthefuture.Thecombinationofthesetwoinclinationsindicateapreferenceforproblemsensingandfactfindingkindsofactivitiesinthecreativeprocess.TheGeneratorisaninitiator,aproliferatorofopportunities,problems,factsandfeelings-verysensitivetotheworldaround,absorbingdiverseinformationandpossibilitiesthatmighthaverelevancetotheorganizationortooneself.TheGeneratorisverycomfortablewithhighambiguityandproliferationofmuchinformationandpotentialopportunity.HelovestogetthingsstartedandislikelystronginSteps1and2ofthecreativeprocess.Generatorsareideastarters.Source:MinBasadurGeneratorDescriptionTheGenerConceptualizerDescriptionTheConceptualizer’screativeproblemsolvinginclinationsare(1)usingknowledgeforideation(asabove)and(2)learningbyabstractanalysis,logicandconceptualization(tryingtodevelopanunderstandingorexplanationortheorywhichoffersanexplanationofasituation;beingdetachedandobjective;doingrational,logicalthinking;havingthingsmakesenseintheabstract).TheConceptualizer’scombinationofthesetwoinclinationsindicateapreferenceforproblemdefinitionandideageneration(Steps3and4oftheBasadurcreativeprocess)viaapropensitytopatientlytakeawiderangeofseeminglydisparatefactsorideafragmentsandpossibilitiesandcombineorassimilatethemintointegratedexplanations,theories,problemdefinitionsandideastobetested.Conceptualizersaregoodatextractinganddefiningtheopportunityorproblemposingitanddevelopingalistofideaswhichmaysolveit.Theyareideadevelopers.Source:MinBasadurConceptualizerDescriptionTheOptimizerDescriptionTheOptimizer’screativeproblemsolvinginclinationsare(1)learningbyabstractanalysis,logicandconceptualizingand(2)usingtheknowledgeforevaluationbytestingpossibilities,thatis,experimentation(tryingtoverifytheories;confirmingideasandnotions;learningsandpinningdownpracticalknowledgegainedduringtesting).Thesetwoinclinationsindicatetheoptimizertobeinvolvedinthepracticalapplicationofideas,planninghowtomakeideasworkintherealworldandoptimizingsolutions.Inthecreativeprocess,thisinvolvestestingandrational,logicalevaluationofideas,selection

ofthebestonesandplanningconcretestepsformakingthempracticalandimplementable(Step5and6oftheprocess).Optimizersaresolutiondevelopers