Ccre factors (slides for rcis) final

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This document discusses factors that influence collaborative creativity in requirements engineering. It identifies contexts, values, structures, and skills at the team and individual level that are important for collaborative creativity. These include having shared objectives and culture at the team level, and values of trust, safety, and empathy. It also discusses the importance of communication, roles, processes, leadership, motivation, and skills like being a communicator and learner at the individual level.

Collaborative Creativity in
Requirements Engineering:
Analysis and Practical Advice
Martin Mahaux, Olly Gotel, Alistair Mavin,
Lemai Nguyen, Luisa Mich, Klaus Schmid

Trust, Safety, Empathy
Team > Values (1)

Freedom, Tolerance, Openness
Team > Values (2)

Fun, Playfulln
ess, Challeng
e, Flow
Team > Values (3)

Team composition, Roles
Team > Structure (1)

Communication Channels
Team > Structure (2)

Team > Structure (3)
Processes and Techniques

Team > Structure (5)
Facilitation & Leadership

High Ego,
LowVanity
Individuals>Skills (1)

Individuals>Skills (2)
Interdependent-Autonomous

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HCD 660 – Foundations of Human Capital Development Define HRD • HRD is “a process of developing and unleashing expertise for the purpose of improving performance” (Swanson & Holton, 2009, p. 99). • HRD is “the systematic and planned practice designed by an organization to enhance employee knowledge, skills, abilities, and attitudes” (Van Tiem et al., 2012, p. 325). Points of Agreement • Believe in human potential • Focus on improvement • links learning and performance • Finding solutions and solving problems • Opportunities over challenges • Systems thinking • Being on the same page HRD World-Views • HRD and its environment • Learner perspective – Adragogy • Knowles (why, self-directing, experience, motivated, contextual) • Organizational perspective • Global context • Change isn’t slowing down HRD and Its Environment Human Resource Development Core Beliefs 1. Organizations are human-made entities that rely on human expertise to establish and achieve their goals. 2. Human expertise is developed and maximized through HRD processes and should be applied for the long-term and/or short-term benefits of the sponsoring organization and the individuals involved. 3. HRD professionals are advocates of individual/group work process, and organizational integrity. Reflection… • Of the three HRD core beliefs presented, which one is closest to your beliefs and why? • What is it about HRD that interests you the most? Threats to Excellent Practice • Turning the HRD process into an event • The rate of change • Critical characteristics of key players How can we turn these threats into opportunities? • Turning the HRD process into an event • The rate of change • Critical characteristics of key players Human Capital Theory • Human Capital Theory -- emphasizes that human capital-- the composition of employee skills, knowledge, and abilities--is a central driver of organizational performance when the return on investment exceeds labor costs. So, why do we even care about theory? • Helps us to explain complex phenomenon in our everyday life/work. • Lots of theories….. List some in the chat Human Capital Development – the sweet spot Sweet Spot Human Capital Development – not just books on a shelf Theory Theories are constructed in order to explain predict and master phenomena (e.g. relationships, events, or the behavior). In many instances we are constructing models of reality. A theory makes generalizations about observations and consists of an interrelated, coherent set of ideas. Theory Framework for Applied Disciplines Theory Framework for HRD Human Capital Development – Foundational Theories Foundational Theories Definition Psychological http://richardswanson.com/narratedpres/psych_found_Breeze/in dex.html Economic http://richardswanson.com/narratedpres/econfound/index.html Systems http://richardswanson.com/narratedpres/sys_theory_Bree ...

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Running head: LEADERSHIP REPORT AND CHANGE MANAGEMENT PROPOSAL 1 10 Leadership Report and Change Management Proposal Olufunmilayo Adeleke HR006 Walden University Leadership Report and Change Management Proposal Part I: Organizational Leadership Development Report LO1.1: Leadership Traits Exhibited By Leadership at Mount Sinai Hospital, NY Mount Sinai Hospital in New York City is one of the nation’s largest and most respected hospitals best known for its excellent healthcare services, both locally and internationally. The hospital has been consistently ranked among the best hospitals in the country over the past decade due to its commitment to continuous improvement, adoption of new technologies, and investment in healthcare research (Venditto, 2017). Thus, change management is at the core of the hospital's approach to healthcare delivery, ensuring the facility is up-to-date with the changes taking place in the industry. Leaders at Mount Sinai Hospital in New York exhibited a wide range of leadership skills in ensuring the process was managed properly. Some of the top leaders in the organization that was involved in the change management process include the Chief Executive Officer, the Operations Manager, the Project Manager, and the Business Analyst. Each of these team leaders plays a critical role in the implementation process, which required them to bring on boards crucial leadership skills that would ensure the project succeeds. For example, the Chief Executive Officer (CEO) of the hospital provided skills like emotional stability and charisma. The CEO showcased the trait of emotional stability in the process, particularly when it came to managing conflicts. Emotional stability was instrumental in helping the leaders maintain a cohesive team despite the differences of opinion. In addition, the CEO also had a lot of charisma, which played a significant role in arousing strong emotions within the team. His charismatic leadership was crucial in keeping the team together and determined to achieve the main objectives of the change process. The Operations Manager was also crucial to the team as he was in charge of ensuring the change process did not have a negative impact on the ongoing processes at the hospital. To play this role, he brought on different board skills including effective communication and integrity. Integrity was the main fabric holding the team together. Since every member of the team was a highly experienced professional in their respective specialties, they needed to act professionally and behave in a respectful manner within the team (Mumford, 2012). These ensured conflicts were managed properly throughout the team’s deliberations. Effective communication was key in the team (Mumford, 2012). The team leaders encouraged each member to air their views and opinions on each step of the process. This helped to create understanding, reduce unnecessary tensions, and build trust among the team me.

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Ccre factors (slides for rcis) final

1. Collaborative Creativity in Requirements Engineering: Analysis and Practical Advice Martin Mahaux, Olly Gotel, Alistair Mavin, Lemai Nguyen, Luisa Mich, Klaus Schmid

2. Risk Team >Context (1)

3. Shared Objectives Team >Context (2)

4. Time Team >Context (3)

5. Team >Context (4) Culture

6. Team >Context (5) RewardMec hanisms

7. Trust, Safety, Empathy Team > Values (1)

8. Freedom, Tolerance, Openness Team > Values (2)

9. Fun, Playfulln ess, Challeng e, Flow Team > Values (3)

10. Team composition, Roles Team > Structure (1)

11. Communication Channels Team > Structure (2)

12. Team > Structure (3) Processes and Techniques

13. Planning Team > Structure (4)