The Art of Innovation Lessons in Creativity from IDEO, …从视频中吸取艺术创新… .ppt

teamworkandinnovation anexamplefromideo karla smithengineeringeducation purdueuniversitycivilengineering universityofminnesotaksmith umn eduhttp www ce umn edu smithstepprojectworkshoplouisianastateuniversitycollegeofengineeringmay2007 2 3 4 5 theinnovationjourneyvandeven polley garud venkataraman 1999 theinnovationjourneyisanonlinearcycleofdivergentandconvergentactivitiesthatmayrepeatovertimeandatdifferentorganizationallevelsifresourcesareobtainedtorenewthecycle p 16 ideo deepdivevideo abcnewsnightline 7 13 99availablefromabcnewsstorekelley tomandlittman jonathan 2001 theartofinnovation lessonsincreativityfromideo america sleadingdesignfirm newyork randomhouse ideo thedeepdive ideohasbeenidentifiedasamerica sleadingdesignfirm ideo sspecialingredients teamsculturemethodology ideo thedeepdive viewingperspectives teamsculturemethodologyvideographer thedeepdive fivedaysat componentsofideoprocess creationof hotteams brainstormingrapidprototypingobserving listeningfromcustomersthinkingofproductsintermsofverbs ratherthannouns ideo steams named hotteams multidisciplinary groupleaderisassignedbasedontheirabilitiestoworkwithgroups sevensecretsforbetterbrainstorming1 sharpenthefocus2 playfulrules3 numberyourideas4 buildandjump5 thespaceremembers6 stretchyourmentalmuscles7 getphysical playfulrules oneconversationatatimestayfocusedonthetaskencouragewildideasgoforquantitybevisualdeferjudgmentbuildontheideasofothers ideo sculture employeesdesigntheirownworkingareas employeeshaveinterestandskillstoworkwithawiderangeofpeople nohierarchies buildyourgreenhouse buildingneighborhoodsthinkproject thinkpersonalbuildingblocksinspirationfromadversityprototypeyourspacecreateateamicon watchyourbodylanguagesimpleteamspacehierarchyistheenemyofteamspacegiveyourworkersaviewtellstoriesmakeyourjunksing buildyourgreenhouse buildingneighborhoodsareasofcongregationlounge commonareamainstreetforcedinteractionneedforprivacyquietareasindividuality fivestepstoideo sinnovation understandthemarket client technology constraintsobserverealpeopleinrealsituationsvisualizenew to the worldconcepts ultimatecustomersevaluate refineprototypesimplementnewconceptforcommercialization ideo smethod 19 time april2005 20 http www stanford edu group dschool big picture our vision html 21 ideo sfive pointmodelforstrategizingbydesign hitthestreetsrecruitt shapedpeoplebuildtothinktheprototypetellsastorydesignisneverdone designthinking disciplinethinking tomfriedmanhorizontalizeourselves aac ucollegelearningforthenewglobalcentury innovationresources additionalperspectivesoninnovation dec schein edgarh et al 2003 decisdead longlivedec thelastinglegacyofdigitalequipmentcorporation sanfrancisco berrett koehler theinnovationjourney vandeven andrewh polley douglase garud raghu venkataraman sankaran 1999 theinnovationjourney newyork oxforduniversitypress organizationalchangeandinnovationprocesses poole marshalls vandeven andrewh dooley kevin andholmes michaele 2000 organizationalchangeandinnovationprocesses theoryandmethodsforresearch newyork oxforduniversitypress weirdideasthatwork sutton roberti 2002 weirdideasthatwork 11 1 2practicesforpromoting managing andsustaininginnovation newyork freepress dec cultureofinnovation thedeccultureemphasized creativityfreedomresponsibilityopennesscommitmenttotruthhavingfun cultureisacomplexforcefieldthatinfluencesallofanorganization sprocesses wetrytomanageculturebut infact culturemanagesusfarmorethanwemanageit andithappenslargelyoutsideofawareness p 31 schein edgarh et al 2003 decisdead longlivedec thelastinglegacyofdigitalequipmentcorporation sanfrancisco berrett koehler sutton weirdideasthatwork hire slowlearners oftheorganizationalcode 1 1 2hirepeoplewhomakeyouuncomfortable eventhoseyoudislike hirepeopleyou probably don tneedusejobinterviewstogetideas nottoscreencandidatesencouragepeopletoignoreanddefysuperiorsandpeersfindsomehappypeopleandgetthemtofightrewardsuccessandfailure punishinactiondecidetodosomethingthatwillprobablyfail thenconvinceyourselfandeverybodyelsethatsuccessiscertainthinkofsomeridiculousorimpracticalthingstodo thenplantodothem avoid distract andborecustomers critics andanyonewhojustwantstotalkaboutmoneydon ttrytolearn