团体精神建设之人际关系协调与目标规划eamingwork

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

collaboratingeffectivelyMakinghardthingseasierPickingtherightapproachesUnderstandinghowwe’redifferentLearnhowtonotignoredysfunctionPushourteamsintherightdirectionWhattodowhen

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…

WhoamI?AnIDalumni,MDM2006DesignerConsultantEqualmixofworkatsmallcompaniesandtheenterpriseWhatdopeoplethinkofdesigners?Methodology:10kdesigners,15countriesGoal:surfacekey““essence””ofthedesigneraudienceResultshaveguidedv1ofproductofferings95%blackisfavoritecolor(exceptJapan,wherecharcoalblackistop)55%wearturtlenecks5+daysamonth(81%ofthoseareblack)Ponytailsaredisproportionatelycommon(32%ofmen86%ofwomen)DesignerTrackerProjectLeadershipStewardshipResourceManagementMarketingTechnologyDesign======CEOCOOCFOCMOCTO?InventionInnovationVisionIdentifyingOpportunitiesDevelopingOfferingsGOODBADGOODVision+Invention=DesigniconsaredifferentforallofusSource:MicrosoftMeetthedesignerSource:MicrosoftClementMok“Therehasclearlybeenasteadydeclineinthedesignprofessionforover30years,andthesourceofthatdeclineistheprofession’’sintractablestasis.Weareunchangedprofessionalsinachangingprofessionalclimate,clutchingatoldidols,whilefailingtocreatenewofferings,failingtoreinventandreinvigoratethepracticewhenneeded,failingtoinculcateaprofessionalculturethatisaccessibleandfair.””Source:CommunicationArtsWhatdoourpeersthink?NobodyknowshowmuchtospendIt’’stheprocessandnotthepocketbookCollaborationisthekeySource:Strategy+BusinessWhatdoesbusinessthink?Whatdowethink?WhichofthefollowinghavebeencharacteristicsofgoodteamexperiencesatID?Source:DaveMcGaw,IDTeammembershaveamixoflevelsofexperienceTeammembershaveamixofskillsAtleastonepersonhasprojectmanagementskillsPeopletaketurnsleadingtheprojectTeammakesclearassignmentsateachmeetingforwhodoestheworkTeamhasregularweeklymeetingsscheduledTeamsusetoolslikeblogs…etc.,tocollaborateandsharefilesremotelyTeamsmeetsociallyatleastonceduringtheprojectTeamsmembersevaluateeachotherperiodicallyduringtheprojectSource:DaveMcGaw,IDWhatdowethink?Whatdowethink?WhichofthefollowinghavebeencharacteristicsofbadteamexperiencesatID?Source:DaveMcGaw,IDWhatdowethink?TeammembershavethesameskillsThesamepersonistheleaderformostoftheprojectTheprojectoperatesbyconsensus—nosingleleaderatanytimeTeamsimprovisingsolutionsjustbeforepresentingSource:DaveMcGaw,IDWhatdowewant?IexpectgoodteamworkskillstobeanimportantpartofmydesigncareerIhavegoodteamworkskillsrightnowIwouldbenefitfromimprovingmyteamworkskillsSource:DaveMcGaw,IDAgendaWehaveafulldayWehavethree15minutebreaksWehave60minutesforlunchCodeofconductEngage,turnoffthecell-phone,usethelaptopfornotesonlyOnevoiceatatimeRespectyourfellowparticipantsMeetyourfellowparticipantsThingsI’velearnedThebestinsightsinthisclasscomeattheseamsDuringteamexercisesDuringteamfeedbackDuringthebreaksandadhocconversationsoverlunch,afterclassandonlineDetailsIntroductions(Discussion)60minutes08:30amto09:30amTeamingFrameworks(Lecture)30minutes09:30amto10:00amBreak15minutes10:00amto10:15amUnderstandingeachother(Lecture)30minutes10:15amto10:45amFeedback(Lecture)15minutes10:45amto11:00amExercises(Team-based)60minutes11:00amto12:00pmLunch60minutes12:00amto01:00pmUnderstandingourteam(Lecture)15minutes01:00pmto01:15pmExercises(Team-based)90minutes01:15pmto02:45pmBreak15minutes02:45pmto03:00pm

Exercisesummary(Discussion)60minutes03:00pmto04:00pmGettingunstuck(Lecture)45minutes04:00pmto04:45pmBreak15minutes04:45pmto05:00pmWrapup(Discussion)30minutes05:00pmto05:30pmOffsite(Optional)05:30pmto…Aframeworkforteams30MinutesAreyoureallyateam?Areyoureadyforheavylifting?Source:WisdomofTeamsTwothingstoaskyourselfwhenthinkingaboutteaming……WhatwewanttolearnHowtodetermineifateamistherightchoiceHowtochosetherightkindofteamUnderstandingwhatisrequiredtoenablethesuccessoftheteamSource:WisdomofTeamsAttheInstituteofDesignwecareabout…HighPerformanceTeamsBut,becarefulSometimesyoudon’tneedahighperformanceteamtogetthejobdoneEffectiveGroupsAneffectivegroupdoesn’trequirethedisciplineandrigorofaperformanceunit.Whenthecharacteristicsofaperformanceunitareappliedtoagroupitcanfrustrateandoverburdenusers.Typicaleffectivegroupsmerelyrequiresan…understandablechartergoodcommunicationdefinedmemberrolestime-efficientprocessesreasonableaccountabilitySource:WisdomofTeamsEffectivegroupsversushighperformanceteamsSingle-leaderUnitsSingle-leaderunitsversushighperformanceteamsSingle-leaderunitsfunctiondifferentlythanaperformingteaminthatthetraditionalmanagementstyleofleadershipisimposedwithadesignatethat……makesthekeydecisionsdelegatesandmonitorsindividualassignmentsandaccountabilitychooseshowandwhentomodifyspecificapproaches.Thebenefitofthisapproachisthatitismoreagileandfamiliartomostindividualsthanthetechniquesrequiredtobeaperformingteam.Source:WisdomofTeamsHighPerformanceTeamsSixthingstoknowaboutteamsInTheWisdomofTeamsKatzenbachandSmithidentifiedsixbasicscriteriathatwererequiredforeffectiveperformingteams.Source:WisdomofTeamsCharacteristicsofhighperformanceteamsSmallnumbersSmallnumbersLargenumbersofpeoplehavetroubleinteractingconstructivelyasagroup.Performingteamstypicallyfunctionbestwhenthereareasmallnumberofpeopleworkingtogetherwithfourtosixpeopleoftenbeingagoodtarget.Singleleaderandeffectivegroupsalsobenefitfromsmallnessbutthelessresourceintensivenatureofprocessrequiredforthistypesofteamstypicallymeanstheycanbealittlelarger,intherangeoftwelvetotwenty-fivepeople.Source:WisdomofTeamsComplementaryskillsComplementaryskillsIntheenterprisehighperformancecompaniesbuildteamsbasedoncomplementaryskills—thisofcourserequiresanunderstandingofwhatskillspeoplehave.It’sfurthercomplicatedinalearninginstitutionaroundnotonlyunderstandingwhatskillspeoplehavebutalsowhatskillstheywouldliketodevelop.Insightsintotechnicalandfunctionalexpertise,problemsolvinganddecisionmakingskillsandinterpersonalskillsareallfactorsthatgointothecreationofeffectiveteams.Source:WisdomofTeamsCommonpurposeCommonpurposeAteam’’seventualperformanceisdirectlycorrelatedtoitspurpose.Ifteammembershaveadifferentpurposeorthatthepurposeoftheteamisunknown,it’sdifficultforteamstoperformeffectively.Source:WisdomofTeamsCommongoalsCommongoalsCommonsetofspecificperformancegoalsSpecificperformancegoalsarealsoessentialformostteamstofunctioneffectivelyandtheyneedtobedefinedforordevelopedbytheteam.Source:WisdomofTeamsCommonworkingapproachCommonlyagreeduponworkingapproachTeamsthatcan’tstandardizeonthesameworkingenvironmentsandtoolsoftendonotfunctionwell.Incompatiblesoftwareandcollaborationtoolscancrippleteamsandcausemassivehitstoproductivityandeffectiveness.Source:WisdomofTeamsMutualaccountabilityMutualaccountabilityTeamsneedtoholdthemselvesaccountableandbeevaluatedasateam.Organizationsthatexpectteamperformancebutonlyrewardindividualcontributioninabsenceofaccountabilitytoateamareoftenineffective.Ifwedon’’tincenttheperformancewewant,wewontgettheperformancewewant.Source:WisdomofTeamsSource:WisdomofTeamsTakeaBreak15minutesDetailsIntroductions(Discussion)60minutes08:30amto09:30amTeamingFrameworks(Lecture)30minutes09:30amto10:00amBreak15minutes10:00amto10:15amUnderstandingeachother(Lecture)30minutes10:15amto10:45amFeedback(Lecture)15minutes10:45amto11:00amExercises(Team-based)60minutes11:00amto12:00pmLunch60minutes12:00amto01:00pmUnderstandingourteam(Lecture)15minutes01:00pmto01:15pmExercises(Team-based)90minutes01:15pmto02:45pmBreak15minutes02:45pmto03:00pm

Exercisesummary(Discussion)60minutes03:00pmto04:00pmGettingunstuck(Lecture)45minutes04:00pmto04:45pmBreak15minutes04:45pmto05:00pmWrapup(Discussion)30minutes05:00pmto05:30pmOffsite(Optional)05:30pmto…Understandingeachother30MinutesWe’redifferentIndividualdifferencesWhatmakesithardtoworkwithotherfolks?HowdoesthismanifestitselfatID?Dowehavesimilarities,whatarethey?Howcanwelearnmoreaboutsimilaritiesanddifferencesbeforewestartteaming?WhatisaMeyersBriggsTypeIndicator?TheMeyersBriggsTypeIndicator(MBTI)isapersonalityprofilingtoolthathasover50yearsofdatabehindit.Therearenorightorwronganswersandthefindingsarenotabsolute,it’snotfateandit’snotdestiny.It’’ssimplyatooltohelpfacilitateyourunderstandingofyourownpatternsofbehaviorandhaveacommonlanguageandsetoftoolstounderstandothers.Source:DescriptionforSelf-DiscoveryPersonalityhasseveralaspectsThecontextualselfThedevelopedselfThetrueselfUnderstandingpersonality………patterns,processes,structure,purposeSource:DescriptionforSelf-DiscoveryIfyouprefertodirectyourenergytodealwithpeople,things,situations,or"theouterworld",thenyourpreferenceisforExtraversion.Thisisdenotedbytheletter"E".Ifyouprefertodirectyourenergytodealwithideas,information,explanationsorbeliefs,or"theinnerworld",thenyourpreferenceisforIntroversion.Thisisdenotedbytheletter"I".Source:TeamTechnologyWhere,primarily,doyouprefertodirectyourenergy?Where,primarily,doyouprefertodirectyourenergy?Extraversion(E)SociabilityInteractionExternalBreadthOutsidethrustRelationshipsActionExternaleventsDo-think-do75%Introversion(I)SolitaryConcentrationInternalDepthInsidepullDeepfriendshipReflectionInternalreationsThink-do-think25%Source:IBMIfyouprefertodealwithfacts,whatyouknow,tohaveclarity,ortodescribewhatyousee,thenyourpreferenceisforSensing.Thisisdenotedbytheletter"S".Ifyouprefertodealwithideas,lookintotheunknown,togeneratenewpossibilitiesortoanticipatewhatisn'tobvious,thenyourpreferenceisforIntuition.Thisisdenotedbytheletter"N"(theletterIhasalreadybeenusedforIntroversion).Source:TeamTechnologyHowdoyouprefertoprocessinformation?Sensing(S)ThefivesensesWhatisrealPracticalFactsPresentorientationSensiblePerspirationDown-to-earth75%Intuition(N)HunchesWhatcouldbeTheoreticalInsightsPossibilitiesImaginativeInspirationHead-in-clouds25%Source:IBMHowdoyouprefertoprocessinformation?Howdoyouprefertomakedecisions?Ifyouprefertodecideonthebasisofobjectivelogic,usingananalyticanddetachedapproach,thenyourpreferenceisforThinking.Thisisdenotedbytheletter"T".Ifyouprefertodecideusingvaluesand/orpersonalbeliefs,onthebasisofwhatyoubelieveisimportantorwhatyouorotherscareabout,thenyourpreferenceisforFeeling.Thisisdenotedbytheletter"F".Source:TeamTechnologyThinking(T)HeadLogicalsystemObjectiveCritiqueReasonFirmbutfairImpersonalFirmness50%Feeling(F)HeartValuesystemSubjectiveComplimentEmpathyCompassionatePersonalPersuasion50%Howdoyouprefertomakedecisions?Source:IBMHowdoyouprefertoorganizeyourlife?Ifyoupreferyourlifetobeplanned,stableandorganizedthenyourpreferenceisforJudging(nottobeconfusedwith'Judgmental',whichisquitedifferent).Thisisdenotedbytheletter"J".Ifyouprefertogowiththeflow,tomaintainflexibilityandrespondtothingsastheyarise,thenyourpreferenceisforPerception.Thisisdenotedbytheletter"P".Source:TeamTechnologyJudging(J)PlanningControlSettledRunone’slifeSetgoalsDecisiveOrganizedStructured50%Perceiving(P)SpontaneousAdaptTentativeLetlifehappenGetinformationOpenFlexibleUnstructured50%Howdoyouprefertoorganizeyourlife?Source:IBMThingstokeepinmindTheMBTIdoesn’tmeasureability,skills,orpotential.TheMBTImerelygivesyou(andothers)insightsintodominantpreferencesthatyoumayexhibitindifferentenvironments.Source:DescriptionforSelf-DiscoveryTeamsdon’tfunctionwellwithoutfeedbackGivingfeedback15MinutesThreeconceptsaroundfeedbackHowtolistenHowtogiveHowtoreceiveHowcanwelistenmoreeffectively?Wecan…EstablishrapportSuspendjudgmentDemonstrateinterestEncouragethepersontotalkMaintainappropriatesilenceClarifyunderstandingRespondtothemessageSource:IBMHowshouldwegivefeedback?UseapositiveapproachBespecificGivefeedbackonthingsthatapersoncanchangeCheckforunderstandingDiscusswhatyouwayorheardSource:IBMHowshouldwereceivefeedback?RelaxListencarefully,avoidinterruptingAskquestionsforclarityAcknowledgevalidpointsTaketimetosortoutwhatyouheardSource:IBMAwordaboutcoachingSharingexperience,givingfeedback,andenablingpeoplecanbeaugmentedwithcoaching.CoachingislikefishingandtherapyallwrappedupintooneGoodcoacheshelppeopleunderstandhowtosolvetheirownproblemsSource:IBMAcoachingmodelLet’stryitTeamExercises60MinutesConclusionsWhathavewelearnedsofar?DetailsIntroductions(Discussion)60minutes08:30amto09:30amTeamingFrameworks(Lecture)30minutes09:30amto10:00amBreak15minutes10:00amto10:15amUnderstandingeachother(Lecture)30minutes 10:15amto10:45amFeedback(Lecture)15minutes10:45amto11:00amExercises(Team-based)60minutes11:00amto12:00pmLunch60minutes12:00amto01:00pmUnderstandingourteam(Lecture)15minutes01:00pmto01:15pmExercises(Team-based)90minutes01:15pmto02:45pmBreak15minutes 02:45pmto03:00pm

Exercisesummary(Discussion)60minutes03:00pmto04:00pmGettingunstuck(Lecture)45minutes 04:00pmto04:45pm

Break15minutes04:45pmto05:00pmWrapup(Discussion)30minutes05:00pmto05:30pmOffsite(Optional)05:30pmto……EatLunch45minutesDetailsIntroductions(Discussion)60minutes08:30amto09:30amTeamingFrameworks(Lecture)30minutes09:30amto10:00amBreak15minutes10:00amto10:15amUnderstandingeachother(Lecture)30minutes 10:15amto10:45amFeedback(Lecture)15minutes10:45amto11:00amExercises(Team-based)60minutes11:00amto12:00pmLunch60minutes12:00amto01:00pmUnderstandingourteam(Lecture)15minutes01:00pmto01:15pmExercises(Team-based)90minutes01:15pmto02:45pmBreak15minutes 02:45pmto03:00pm

Exercisesummary(Discussion)60minutes03:00pmto04:00pmGettingunstuck(Lecture)45minutes 04:00pmto04:45pm

Break15minutes04:45pmto05:00pmWrapup(Discussion)30minutes05:00pmto05:30pmOffsite(Optional)05:30pmto……UnderstandingourteamsIntroduction15minutesTheBasadurCreativeProblemSolvingProfile(CPSP)Inventorymeasuresanindividual'suniqueblendofpreferencesforfourstagesofwhatisdefinedasthecreativeprocess.One'slargestquadrantonthegraphrepresentsone'spreferredordominantstyle,whilethesizesoftheotherquadrantsrepresentsupportingorientationsinturn.Theresultinguniqueblendofstylesisone'sprofile.WhatistheCreativeProblemSolvingProfile(CPSP)?WhatistheCreativeProblemSolvingProfile(CPSP)?Eachuniquestylereflectsindividualpreferencesforwaysofgainingandusingknowledge.Somepeopleprefertounderstandthingsmorebyexperiencingwhileothersprefertouseabstractthinkingandanalysistounderstand.Also,someprefertouseunderstandingforgeneratingoptionswhileothersprefertouseunderstandingtoevaluateoptions.TheBasadurCPSProfileisnotapersonalitytest.Itmeasuresstates,nottraits.WhatistheCreativeProblemSolvingProfile(CPSP)?Thecreativeproblemsolvingprofileisconstructedontwoofthesedimensions.First,bytwooppositewaysofgainingknowledge:(1)Bydirectexperienceand(2)Byabstract,analytical,logicalthinking.Second,bytwooppositewaysofusingknowledge:(1)Byideation(makingnewpossibilities,breakingconnections,diverging)(2)Byevaluation(testingandverifyingnewpossibilities,makingconnections,converging).TheCPSPlooksathowpeoplegetknowledgeandhowtheyuseitTheCPSPisawayofdiagnosingandexplainingthedifferentcreativeproblemsolvinginclinationsandskillsonepersonhasrelativetoanothersothatthetwocanunderstandhowtoteamtogetherforsynergyandincreasedcreativity,combiningtheirstrengths.TheCPSPlooksathowpeoplegetknowledgeandhowtheyuseitLet’stryit90minutesDetailsIntroductions(Discussion)60minutes08:30amto09:30amTeamingFrameworks(Lecture)30minutes09:30amto10:00amBreak15minutes10:00amto10:15amUnderstandingeachother(Lecture)30minutes10:15amto10:45amFeedback(Lecture)15minutes10:45amto11:00amExercises(Team-based)60minutes11:00amto12:00pmLunch60minutes12:00amto01:00pmUnderstandingourteam(Lecture)15minutes01:00pmto01:15pmExercises(Team-based)90minutes01:15pmto02:45pmBreak15minutes02:45pmto03:00pm

Exercisesummary(Discussion)60minutes03:00pmto04:00pmGettingunstuck(Lecture)45minutes04:00pmto04:45pmBreak15minutes04:45pmto05:00pmWrapup(Discussion)30minutes05:00pmto05:30pmOffsite(Optional)05:30pmto…TakeaBreak15minutesDetailsIntroductions(Discussion)60minutes08:30amto09:30amTeamingFrameworks(Lecture)30minutes09:30amto10:00amBreak15minutes10:00amto10:15amUnderstandingeachother(Lecture)30minutes10:15amto10:45amFeedback(Lecture)15minutes10:45amto11:00amExercises(Team-based)60minutes11:00amto12:00pmLunch60minutes12:00amto01:00pmUnderstandingourteam(Lecture)15minutes01:00pmto01:15pmExercises(Team-based)90minutes01:15pmto02:45pmBreak15minutes02:45pmto03:00pm

Exercisesummary(Discussion)60minutes03:00pmto04:00pmGettingunstuck(Lecture)45minutes04:00pmto04:45pmBreak15minutes04:45pmto05:00pmWrapup(Discussion)30minutes05:00pmto05:30pmOffsite(Optional)05:30pmto…SummaryontheCPSP45minutesSomestuffismissing……ThisnextsectioncontainscopyrightedcontentthatI’vepulledfromthispresentationbecauseI’’mnotpermittedtoshowitoutofaclassroomsetting.HoweveryoucangetthegistofeverythingI’msayingbygoingtoNextD.orgwherethey’vethoughtfullypostedallthiscontent.Checkitoutforyourselvesandmaketheinvestmentofprofilingyourselfandyourteams.It’’sthebesttoolI’’vefoundforcreativeteams.GeneratorDescriptionTheGenerator’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:MinBasadurConceptualizerDescriptionTheConceptualizer’’screativeproblemsolvinginclinationsare(1)usingknowledgeforideation(asabove)and(2)learningbyabstractanalysis,logicandconceptualization(tryingtodevelopanunderstandingorexplanationortheorywhichoffersanexplanationofasituation;beingdetachedandobjective;doingrational,logicalthinking;havingthingsmakesenseintheabstract).TheConceptualizer’scombinationofthesetwoinclinationsindicateapreferenceforproblemdefinitionandideageneration(Steps3and4oftheBasadurcreativeprocess)viaapropensitytopatientlytakeawiderangeofseeminglydisparatefactsorideafragmentsandpossibilitiesandcombineorassimilatethemintointegratedexplanations,theories,problemdefinitionsandideastobetested.Conceptualizersaregoodatextractinganddefiningtheopportunityorproblemposingitanddevelopingalistofideaswhichmaysolveit.Theyareideadevelopers.Source:MinBasadurOptimizerDescriptionTheOptimizer’screativeproblemsolvinginclinationsare(1)learningbyabstractanalysis,logicandconceptualizingand(2)usingtheknowledgeforevaluationbytestingpossibilities,thatis,experimentation(tryingtoverifytheories;confirmingideasandnotions;learningsandpinningdownpracticalknowledgegainedduringtesting).Thesetwoinclinationsindicatetheoptimizertobeinvolvedinthepracticalapplicationofideas,planninghowtomakeideasworkintherealworldandoptimizingsolutions.Inthecreativeprocess,thisinvolvestestingandrational,logicalevaluationofideas,selectionofthebestonesandplanningconcretestepsformakingthempracticalandimplementable(Step5and6oftheprocess).Optimizersaresolutiondevelopers.Source:MinBasadurImplementerDescriptionTheImplementer’’scombinationofinclinationstoward(1)usingknowledgeforevaluationand(2)learningbydirectexperienceindicateagreatdealofimplementationactivity-gainingacceptancefromothersforchangesandmakingthosechangesworkandstick.(Steps7and8ofthecreativeprocess)TheImplementerdoesnotworryagreatdealaboutunderstandingthetheorybehindthenewidea,planorproduct.Hewantstotakeitand“runwithit”,workwithit,showothershowtouseit,fitittoothers’needs,adaptittovariouscircumstances,tryitonewayandifitdoesn’’twork,tryitanotherway.TheImplementer’’scombinationofinclinationstoward(1)usingknowledgeforevaluationand(2)learningbydirectexperienceindicateagreatdealofimplementationactivity-gainingacceptancefromothersforchangesandmakingthosechangesworkandstick.(Steps7and8ofthecreativeprocess)TheImplementerdoesnotworryagreatdealaboutunderstandingthetheorybehindthenewidea,planorproduct.Hewantstotakeitand“runwithit”,workwithit,showothershowtouseit,fitittoothers’needs,adaptittovariouscircumstances,tryitonewayandifitdoesn’’twork,tryitanotherway.Source:MinBasadurConclusionsabouthowtousetheCPSPForanyorganizationalteamtobeaneffectivecreativeproblemsolver,strengthsinallfourquadrantsisimportant.Thisisachievedthroughtheblendofpeopleontheteam.Itisalsoimportantthattheindividualsinthatorganizationorteamusetheirstrengthsinacomplementarywayandnotgetfrustratedbyotherswhomayhaveoppositeinclinations(e.g.,optimizersandgenerators,implementersandconceptualizers).Toachievethebestoutcomes,projectsinorganizationsneedtomovethroughthe““generationconceptualization-optimization-implementation”cycle.Ideasfornewprojectsmuststartsomewhere-thatis,thegeneratorfunction,tobesensitivetotheworldaroundpickingupdataandcuesandsuggestingpossibleopportunities.Thus,thegeneratorfunctionraisesawealthofideasandfacts-usuallynotfullythoughtthrough,butsimplyintheformofstartingpointsfornewprojects.Nexttheconceptualizerfunctionisneededtopulltogetherthefactsandideafragmentsfromthegeneratorphaseintowellthoughtoutanddevelopedideasanddefinedproblemsandconceptsworthyoffurtherdevelopment.Theconceptualizersgivesoundstructuretofledglingideasandproblems.Theoptimizerfunctionistotaketheselectedstructuredproject,problemorideaandfindapracticalsolutionoractionplanthatiswelldetailed,efficientandoptimum.Finally,itisuptotheimplementationfunctiontocarrythepracticalsolutionsandplansfortheprojectforwardandgetthemimplemented-convincingmanagementorcustomersorotheremployeesasnecessaryandadaptingthesolutionsandplansasnecessarytomakethemfitintotherealworld.Source:MinBasadurWhenyougetstuckGettingunstuck45minutesSomestuffismissing…So,howstuckareyou?Doyouhaveaclear,inspiringpurpose?Doyouhavetherightpeople,intherightrolestomakeadifference?Doyouworkeffectivelyasateam?Canyoualwaysgettherightstuffdone?Doestheteamtrulygetthemostfromdiversity—inskills,geography,gender,age,ethnicity—tobroadenit’sthinking?Source:UnstuckSo,howstuckareyou?Doyouknowhowtomakedecisions?Dothosedecisionsstick?Isyourteamcapableofradicalideas?Ifyourteamleaderquittoday,couldyourteamcarryon?Source:UnstuckFiguringoutwhywe’restuckDiagnosingwhyyou’restuckTheserioussevenSource:UnstuckDiagnosingwhyyou’restuckOverwhelmedExhaustedDirectionlessHopelessBattle-tornWorthlessAloneSource:UnstuckDetailsIntroductions(Discussion)60minutes08:30amto09:30amTeamingFrameworks(Lecture)30minutes09:30amto10:00amBreak15minutes10:00amto10:15amUnderstandingeachother(Lecture) 30minutes10:15amto10:45amFeedback(Lecture)15minutes 10:45amto11:00amExercises(Team-based)60minutes 11:00amto12:00pm

Lunch60minutes12:00amto01:00pmUnderstandingourteam(Lecture)15minutes01:00pmto01:15pm

Exercises(Team-based)90minutes01:15pmto02:45pmBreak15minutes02:45pmto03:00pmExercisesummary(Discussion)60minutes03:00pmto04:00pmGettingunstuck(Lecture)45minutes04:00pmto04:45pmBreak15minutes 04:45pmto05:00pm

Wrapup(Discussion)30mi