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Creating Creative Superteams
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Creating Creative Superteams

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What are the best ways to create creative superteams? These are teams that are able to effectively communicate and collaborate to create even better solutions to huge challenges. In this talk......

What are the best ways to create creative superteams? These are teams that are able to effectively communicate and collaborate to create even better solutions to huge challenges. In this talk presented at HOW Design Live 2014, I shared different tools that I use as part of how I lead project teams to build trust, create shared norms, and encourage dialogue in the service of creating more powerful design work.

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  • @gwwaters I think you mean 'norming' and 'storming' are switched? That was deliberate. In the talk, I spoke about how the team can 'pre-norm' before they start formally working to see what issues may cause storming, and start working on them with the team right away.
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  • @Carrie Krause The 'ladder of abstraction' refers to whether you are talking about something detail oriented within a design, rather than being zoomed out to the more abstract concepts or ideas being discussed in the design work. It's a tool that is used frequently in nonfiction writing/journalism to help writers know when to zoom into the details or to make more general statements about a group of people or society at large. Rough and refined wireframes refer to artifacts designers use to sketch out user interface solutions, the rough ones might be hand sketched or low fidelity and the refined ones may have greater detail.
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  • Thanks a lot for your sharing, it is a great presentation and very useful.
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  • David, Much of what your presentation recommends are skills we work to instill in the youth that participate in Destination Imagination. I plan to share this presentation with the volunteer team managers to give them more perspective on what it takes to develop a team that works well together and can formulate creative solutions to the Challenge the team has chosen to solve. Destination Imagination is the world's largest creative problem solving program that strives to inspire and equip students to become the next generation of innovators and leaders. Learn more at http://destinationimagination.org/
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  • I liked this very much. Also wish I had audio. A couple of questions. 1. On slide 47 you mention 'ladder of abstraction'. How do you define this in your presentation? 2. What do you mean on the charts when you discuss rough and refined wire frames?
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  • 1. Image 12916031 by Wok on Flickr / CC Attribution 2.0 License creating creative SUPERTEAMS David Sherwin | @changeorder | davidsherwin.com ©2014 David Sherwin. All rights reserved.
  • 2. the world’s largest air guitar ensemble
  • 3. 2,377 performers at San Manuel Indian Bingo & Casino's annual Rock n' Roll Bingo event more info at http://bit.ly/1v0XxV
  • 4. the world’s largest designer air guitar ensemble
  • 5. This Is It - Beat It (Solo) - Michael Jackson & Orianthi / https://www.youtube.com/watch?v=m3C-xpkyK_o
  • 6. you all rock!
  • 7. was that easy? was that hard? why?
  • 8. what superteams need: trust shared norms dialogue adaptive learning
  • 9. what tools do I use to create creative superteams?
  • 10. the constraints: multidisciplinary teams cross-location talent build the brief as you go extreme collaboration
  • 11. form norm storm perform Framework from Bruce Tuckman’s article “Developmental sequence in small groups.” Psychological Bulletin 63.
  • 12. form norm storm perform Framework from Bruce Tuckman’s article “Developmental sequence in small groups.” Psychological Bulletin 63.
  • 13. form norm storm perform Skill Share Team Norms The Four- Player Model Timeboxing Framework from Bruce Tuckman’s article “Developmental sequence in small groups.” Psychological Bulletin 63.
  • 14. form norm storm perform Skill Share Team Norms TimeboxingThe Four- Player Model
  • 15. how you work values interests hobbies skills learning style habits
  • 16. these things are rarely communicated.
  • 17. conversation about how a team works? it works!
  • 18. here’s how you can do it.
  • 19. fill out a sheet of paper with this information.
  • 20. who am I? (name, hometown, position on the team) my work style my skills my hobbies/interests my goals for this project/collaboration
  • 21. who am I? (name, hometown, position on the team) my work style my skills my hobbies/interests my goals for this project/collaboration David Fairfax ,VA creative lead user research information architecture wireframing motion prototyping visual design drumming rock climbing yoga dark chocolate eating create structures to improvise, work hrs 9-6 PM learn how to model responsive content for smart watches
  • 22. share your info with the group. everyone else listens.
  • 23. “I’d rather get to work than do a skill share…”
  • 24. form norm Skill Share Team Norms storm perform The Four- Player Model Timeboxing
  • 25. get a bigger sheet of paper (or whiteboard).
  • 26. team name & members team normsteam skills team hobbies/interests
  • 27. team name & members team skills team hobbies/interests David, Fred, Amy, Jen, Alice user research** info arch wireframing motion prototyping visual design*** PM’ing front end dev** database dev back-end dev volunteering**** foosball running** painting pour-over coffee field trips to art galleries*** team norms
  • 28. when you want to work how long? how often? for what durations? how you want to work collaboratively? alone? balancing the two? encouraging growth what goals and skills do you want to learn? team life/work balance what activities encourage individual/group reflection? types of team norms
  • 29. team name & members team skills team hobbies/interests David, Fred, Amy, Jen, AliceDavid, Fred, Amy, Jen, Alice user research** info arch wireframing motion prototyping visual design*** PM’ing front end dev** database dev back-end dev volunteering**** foosball running** painting pour-over coffee field trips to art galleries*** 1. Work 10 AM-7 PM 2. Need 3 hrs heads down time every day 3. Open critiques required every morning 4. All of us learn CSS 5. Friday field trips for inspiration 6. Telework Tuesdays 7. Client meetings only Tuesday through Thursday team norms
  • 30. post it publicly so you hold yourself to your norms.
  • 31. revise this every time your team changes.
  • 32. form norm perform Skill Share Team Norms Timeboxing storm The Four- Player Model
  • 33. storming happens when teams avoid dialogue
  • 34. productive dialogue requires four stances
  • 35. “here’s a direction I think we can take…” MOVE
  • 36. “I’m going to help make that idea happen…” FOLLOW
  • 37. (I need to think… is this the right thing to do next?) BYSTAND
  • 38. “I don’t think that’s a good idea, for these reasons…” OPPOSE
  • 39. MOVE without movers, there is no direction FOLLOWBYSTAND OPPOSE without followers, there is no completion without opposers, there is no correction without bystanders, there is no perspective The Four-Player Model Four-Player Framework by David Kantor
  • 40. be aware of your stance.
  • 41. shift stances to advance team goals (not agendas).
  • 42. “Hey, you’ve been quiet. What do you think?” “So, what I’m hearing is…” “Yes, and…” “Want to help lead this?” Four-Player Framework by David Kantor Cues to Shift A Person’s Stance MOVE FOLLOWBYSTAND OPPOSE
  • 43. “structure determines behavior” —Peter Senge
  • 44. collaboration structures expand or limit team dialogue working individually MOVE (OPPOSE) working in parallel MOVE (OPPOSE) working in the round MOVE FOLLOW (OPPOSE) design improv MOVE FOLLOW BYSTAND (OPPOSE)
  • 45. design critique is challenging FOLLOWBYSTAND OPPOSE
  • 46. moving beyond the crap sandwich of design critique 1. Ask if someone would like to enter into a critique, and when to start (right now? later?) 2. Set a time limit + goal for what you want to accomplish in the critique: refine? combine? extend? downselect? 3. Capture the criteria for excellence as you go (it varies based on what you’re critiquing) 4. Know where you are on the “ladder of abstraction” 5. Capture in writing every new idea that’s created during the critique
  • 47. form norm storm Skill Share Team Norms The Four- Player Model perform Timeboxing
  • 48. timeboxing: short structured sprints to reach stated goals
  • 49. when should I use timeboxing? 1. you need to align and motivate your team 2. deadline is only a few hours away 3. challenge seems too big to tackle 4. it's hard to focus on getting things done
  • 50. types of timeboxes what to do how long you’ll do it required output desired fidelity ACT ARTICULATE what else needs to be done? how much time will it take? what output is needed? what fidelity is required? EVALUATE did you do it? do you need more time? was the output appropriate? should the fidelity be changed?
  • 51. types of timeboxes generate low-fi design ideas do it for 10 minutes at least 8 ideas sketches on Post-Its created low-fi design ideas did it for 10 minutes created 10 ideas!! sketches on Post-Its want to go deeper on 3 topics discovered in previous timebox write names of 3 topics create 10 ideas for each sketches on Post-Its ACT ARTICULATEEVALUATE
  • 52. example: technoyoga
  • 53. first action: planning how to use your time
  • 54. be willing to adapt based on new information
  • 55. increase the fidelity? increase the challenge.
  • 56. why timeboxing works
  • 57. why timeboxing works
  • 58. why timeboxing works
  • 59. form norm storm perform Skill Share Team Norms The Four- Player Model Timeboxing
  • 60. Retrospectives storm perform ms The Four- Player Model Timeboxing adjourn
  • 61. how did it feel? what did you learn?
  • 62. the emotional seismograph
  • 63. HAPPY UNHAPPY TIME Couldn’t think of ideas Excited to get started We settled on an idea John and I argued over the typeface Made up! Push to finish Strong final presentation!
  • 64. lessons learned
  • 65. what worked well for us? what could be improved next time? what didn’t work so well?
  • 66. write down your personal lessons learned individually
  • 67. share your lessons learned + merge them onto one sheet. as a group
  • 68. what worked well for us? what could be improved next time? what didn’t work so well? We didn’t manage internal client expectations on the time necessary to make some big changes at the last minute Team had great energy, critiques were awesome Happy with the end product that we shipped Clearly communicate timelines to internal clients Hold fast to what team’s capable of under time constraints *** *
  • 69. so, how do you create creative superteams?
  • 70. our teams have to: 1. create explicit trust 2. agree to shared norms 3. foster open dialogue 4. learn from failure
  • 71. be systematic about how teams communicate & collaborate
  • 72. teams need (just enough) structure to perform
  • 73. superteams work best when they feel the rhythm
  • 74. Photo 377872266 by Kevin Delaney on Flickr Attribution-ShareAlike 2.0 Generic leading from the front?
  • 75. Photo 377872266 by Kevin Delaney on Flickr Attribution-ShareAlike 2.0 Generic providing the feel
  • 76. THANK YOU ©2014 David Sherwin. All rights reserved. and keep on rocking! david@changeorderblog.com @changeorder changeorderblog.com get the slides for this talk at slideshare.net/changeorder