Continuous creativity slideshare
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These slides are from the second session Mark Levison and I did at Agile2010 (6/11/2010). Mark's contact information is mark@agilepainrelief.com, @mlevison. Mine is roger@moonriseconsulting.com, @rwbrown.
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Creativity for Agile Teams
Creativity can manifest in several ways including creation of something new, refinement of something that exists and problem solving.
How do we support, enable and enhance the creative abilities of Agile teams?
There are many ways to shape the work environment for greater creativity. We will describe how creativity happens and can be enhanced by providing a safe, nurturing environment, enhancing group interactions, pacing activities that utilize different sensory modes and trusting in the power of subconscious integration
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This document discusses ways to keep retrospectives fresh as teams mature. It provides six techniques: Picture This, Timeline, The Five Hows, Adding Appreciation to the Mix, Fish Bowl, and Weather Forecast. Picture This uses drawing to express how team members feel about a sprint. Timeline visually maps out key events of a sprint. The Five Hows dives deeper into issues by repeatedly asking "how." Adding Appreciation to the Mix adds an appreciation section to traditional feedback. Fish Bowl structures discussions around topics. Weather Forecast uses weather metaphors to gauge team sentiment. These techniques help energize retrospectives and gain new insights as team challenges evolve over time.
The Art of the Retrospective: How to run an awesome retrospective meeting
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
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This document discusses facilitation techniques for team retrospectives and meetings. It covers establishing the proper attitude as a facilitator by checking your ego and supporting the team. The facilitator should follow host leadership principles of supporting and appreciating all ideas. When choosing a retrospective format, the facilitator should consider the team's previous history, the support needed, and suitable activities. Formats may vary based on factors like team dynamics, cultural fit, and whether conflicts exist. The document also provides a taxonomy example for choosing retrospective activities and discusses using timeboxing to structure the activities.
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The document discusses the importance of regularly reflecting on processes and making adjustments to improve effectiveness. It emphasizes that retrospectives help teams learn, take ownership, and communicate better by sharing different experiences. The document provides tips for facilitating retrospectives, such as preparing the space and materials, choosing engaging exercises, and focusing on outcomes rather than problems.
May 6: How innovation blossoms during challenging times with Peter Muir
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Recommended
Creativity for Agile Teams
Creativity can manifest in several ways including creation of something new, refinement of something that exists and problem solving.
How do we support, enable and enhance the creative abilities of Agile teams?
There are many ways to shape the work environment for greater creativity. We will describe how creativity happens and can be enhanced by providing a safe, nurturing environment, enhancing group interactions, pacing activities that utilize different sensory modes and trusting in the power of subconscious integration
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This document provides an overview of key lessons for entrepreneurs starting companies in Silicon Valley. It emphasizes the importance of networking, failing fast and cheaply, building the right team, and having global ambitions from the start. The document also discusses what makes a good founder and startup, how to structure an elevator pitch, common pitching mistakes to avoid, and how to evaluate startup opportunities. Key recommendations include developing a minimum viable product to validate learning, keeping pitches short and focused on the customer's problem and unique solution.
Keeping Retrospectives Fresh
This document discusses ways to keep retrospectives fresh as teams mature. It provides six techniques: Picture This, Timeline, The Five Hows, Adding Appreciation to the Mix, Fish Bowl, and Weather Forecast. Picture This uses drawing to express how team members feel about a sprint. Timeline visually maps out key events of a sprint. The Five Hows dives deeper into issues by repeatedly asking "how." Adding Appreciation to the Mix adds an appreciation section to traditional feedback. Fish Bowl structures discussions around topics. Weather Forecast uses weather metaphors to gauge team sentiment. These techniques help energize retrospectives and gain new insights as team challenges evolve over time.
The Art of the Retrospective: How to run an awesome retrospective meeting
The drive to inspect and adapt is one of the most important aspects of agile software development. A great way to bake this approach into your process is by having regular retrospective meetings that engage and challenge the team to solve their own problems and make things better. However, these meetings can be difficult to run well and drive improvement. In fact, many teams sleepwalk through sessions, treating them as a box-ticking exercise that signals the end of the iteration.
Maybe its time we tried a bit harder to make retrospective meetings work?
In this talk, Chris explains how to put together an awesome sprint retrospective. He discusses the following:
* Why retrospectives can be unpopular
* Structuring the meeting to succeed
* Setting the right tone
* Activities to gather data
* Activities to generate insights
* How to decide what to do
* How to manage retrospective actions
Xdde15 the art of facilitating retrospectives [and other team meetings]
This document discusses facilitation techniques for team retrospectives and meetings. It covers establishing the proper attitude as a facilitator by checking your ego and supporting the team. The facilitator should follow host leadership principles of supporting and appreciating all ideas. When choosing a retrospective format, the facilitator should consider the team's previous history, the support needed, and suitable activities. Formats may vary based on factors like team dynamics, cultural fit, and whether conflicts exist. The document also provides a taxonomy example for choosing retrospective activities and discusses using timeboxing to structure the activities.
Effective Agile Retrospectives
The document discusses the importance of regularly reflecting on processes and making adjustments to improve effectiveness. It emphasizes that retrospectives help teams learn, take ownership, and communicate better by sharing different experiences. The document provides tips for facilitating retrospectives, such as preparing the space and materials, choosing engaging exercises, and focusing on outcomes rather than problems.
May 6: How innovation blossoms during challenging times with Peter Muir
Innovation begins with a struggling moment; every struggling moment you identify can be an opportunity to make progress and think differently about solving a problem. We will help you identify the key moments of struggle that are impeding your team’s ability to problem solve and pivot them into success.
Retrospective Meeting Knowledge Sharing
The document provides an overview of retrospective meetings, including their purpose, benefits, and tips for effective facilitation. Retrospectives allow teams to learn from past experiences and plan improvements for future iterations. They provide feedback on processes, surface issues, and record what is and isn't working to share knowledge across teams. The document outlines tips like focusing on actionable outcomes, prioritizing actions, analyzing recurring themes, and rotating leadership to keep retrospectives impactful.
A Guide for Preparing and Facilitating Retrospectives
This document provides guidance on preparing for and facilitating retrospectives. It outlines the basic structure of a retrospective as setting the stage, gathering data, generating insights, deciding on actions, and closing. It also gives tips for establishing safety, such as using the prime directive and safety checks. Several retrospective styles are described, including four questions, SAMOLO, I Like-I Wish-What If, and goal-driven approaches. Practical tips are provided around using sticky notes, voting, and closing the retrospective. Further references for learning more about retrospectives are also included.
Lean Teams are Learning Teams
Given at Lean Startup 2017.
Using Lean to Create High-Velocity Teams (Until 2:00pm)
Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done?
Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team.
What is the Lean Team?
-Hypothesizes about how we do our work, not just what work we’ll do.
-Holds no ao assumptions about the best way to get things done.
-Is constantly iterating.
-Commits to peer-to-peer accountability and coaching.
-Embraces diversity in experience and culture.
-Engages in formal reflection to increase learning velocity.
The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company.
#enterprise #startup #leanteams
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This document describes a retrospective method called the "Facebook retrospective" designed by the author. It involves printing topics related to the Scrum process on cards and having team members vote on whether they "like" or "dislike" each topic. The results are analyzed to identify topics the team agrees or disagrees on, and actions are generated for topics of disagreement. The retrospective is timeboxed to one hour and includes an energizer, voting activity, discussion of results, and generating actions for the next sprint. Feedback from trying this method is to allow a neutral option for voting and to allow custom topic cards.
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It is about how using agile effectively and having a more successful agile transformation requires truly acknowledging how much of a people problem it is.
There are some suggestions about what you can try to focus on this more that are hopefully practical, although not necessarily easy, solutions.
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I am on my continuous learning journey to develop as an Agile Coach. I have been involved professionally in application development for over 18 years, progressively fulfilling the roles of developer, team lead, development manager, business analyst, project & delivery manager, Agile Coach and Practice Manager in both Product Development and Consulting environments.
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"We're doing pretty well. There's not much to improve on" #sigh
It's so, so easy to get improvement fatigue. To become overly familiar and comfortable with the little dysfunctions in how you and your team work. To stop improving and start missing out on the fresh ideas and experiments that could elevate your team beyond the level they're currently working at.
Let's explore the common problems teams often become comfortable with, and ideas for addressing them. Let's explore what you could try that can help your team think differently, to challenge the status quo, and to help you and your team reinvigorate your desire to improve and to raise your game to the next level!
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Ted Circles #3
Slides used with the TED Circle I organised in Taipei 30th October 2019.
The event description is here https://tedcircles3.eventbrite.co.uk
More information about TED Circle here www.tedcircles.com
The talks we discussed were
Margaret Heffernan: The human skills we need in an unpredictable world|
How Apologies Kill Our Confidence | Maja Jovanovic | TEDxTrinityBellwoodsWomen,
Why your doctor needs your help to battle over-treatment | Christer Mjåset | TEDxOslo,
Judson Brewer: A simple way to break a bad habit | TED Talk
About TED Circle
TED Circles is an open platform of small groups that meet for conversations about ideas. It’s a new TED initiative. 150 Pilot Hosts across 40 countries have volunteered to invite friends, neighbours, strangers, or a mix - to discuss a variety of interesting topics.
TED is running a pilot from September through November 2019 in order to shape the official launch in January 2020.
Hosted by volunteers, these weekly or monthly gatherings aim to empower us to dream and debate.
Each TED Circle is unique and all are virtually connected through the TED Circles platform - making it possible for local conversations to reach a global scale.
This TED Circle will last about 2 hours 30 mins. but we may go for a drink/meal afterwards. You may be expected to watch some 2-3 talks before we meet (like in a book club).
Anyone reading this is welcome to apply to join this Circle. The number of places is limited. Especially welcome are change makers, community activists and the entrepreneurially minded.
To find out more go here https://www.tedcircles.com
Any questions, just contact me.
Richard Lucas Curator TEDxKazimierz
Please note that this event will take place in cafe in Mengxia Park. There is no charge, but for sure we will need to spend some money to keep the cafe happy. If possible we may move onto the grass but we will have to see how things look on the day.
The route from the hotel TEDxWeekend Taipei people are staying in before hand is here .
It may not be possible to view TED talks in this environment so it will be necessary to have watched the recommended TED talks beforehand. and a repeat on Tuesday 29th once I arrive.
The event will formally end at 19:30 but we may go for a drink/meal afterwards.
Better Decision Making: Avoiding the Conclusion Trap and Other Pitfalls
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Organizations (and individuals) frequently struggle to make good decisions. They spend money, invest in new technology, and invest enormous amounts of time and effort reorganizing in fruitless efforts to solve thorny problems. Why?
Years of training and reinforcement in school and at work, time pressures and deadlines, and inherent psychological biases cause us to jump to conclusions before we even understand the problem we’re attempting to solve.
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(2) framing the problem, so you can avoid cognitive biases
(3) isolating contributing factors, so you can manage complex situations
(4) finding the root cause, so you can avoid ineffective band-aids
If you register for this webinar, you will be entered to win one of three copies of Dan's book.
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4Es & 1P LEADERSHIP FORMULAE BY JACK WELCH
THE TAGLINE IS:
"Anyone can lead. But not everyone is a great leader."
Jack Welch, one of the world’s most respected and celebrated business leaders of all time who Forbes Magazine coined the “CEO of CEOs.”
Under his leadership as chairman and CEO of General Electric between 1981 and 2001, the company’s value rose 4,000%. And during that time, Jack built one of the most successful Human Resource departments the world has ever seen. He used a very “simple” framework to evaluate talent; a framework still being used today based on the following five traits: energy, an ability to energize, edge, an ability to execute and passion—more commonly referred to as the “4Es and a P” of leadership.
Winning - Jack Welch
Regards,
Abdi J. Putra (ABIE)
GM Digital Lifestyle Sales & Care Planning Telkomsel
Become a better 'you' as a leader...
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Presentation held on 10th April 2013 for Manly Entrepreneurs Meetup.
Topic: Skills and traits of Success Entrepreneurs and Time Management Skills
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Creative Problem Solving
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Coaching Model - Coach for Performance
The document outlines a coaching model to improve performance. It discusses thinking about thinking, listening for potential, speaking with intent, and dancing towards insight. The coaching process involves (1) permitting coachees to direct conversations, (2) placing them in the right mindset, (3) asking powerful questions, and (4) clarifying ideas. Coaches should help coachees develop awareness, make new connections, and have "Aha!" moments. The overall goal is to create new thinking by exploring alternatives, tapping energy, taking action, and following up to achieve desired outcomes.
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Lean Teams are Learning Teams
Given at Lean Startup 2017.
Using Lean to Create High-Velocity Teams (Until 2:00pm)
Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done?
Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team.
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-Hypothesizes about how we do our work, not just what work we’ll do.
-Holds no ao assumptions about the best way to get things done.
-Is constantly iterating.
-Commits to peer-to-peer accountability and coaching.
-Embraces diversity in experience and culture.
-Engages in formal reflection to increase learning velocity.
The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company.
#enterprise #startup #leanteams
Facebook retrospective
This document describes a retrospective method called the "Facebook retrospective" designed by the author. It involves printing topics related to the Scrum process on cards and having team members vote on whether they "like" or "dislike" each topic. The results are analyzed to identify topics the team agrees or disagrees on, and actions are generated for topics of disagreement. The retrospective is timeboxed to one hour and includes an energizer, voting activity, discussion of results, and generating actions for the next sprint. Feedback from trying this method is to allow a neutral option for voting and to allow custom topic cards.
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You as an entrepreneur - what you should know to be a successful entrepreneur
This document provides advice and guidance for entrepreneurs. It emphasizes the importance of focusing energy on revenue-generating activities rather than wasting time. Entrepreneurs are encouraged to properly define goals and have self-confidence but avoid arrogance. While being busy does not necessarily mean making money, invoicing is important. The document also stresses developing skills, finding mentors, treating your business and employees well, and continual self-improvement to successfully navigate the challenges of entrepreneurship.
Bodystorming v6 powerpoint
The document discusses the concept of bodystorming, which involves acting out ideas with one's body and props instead of just talking about them. It notes that bodystorming allows for quick generation and communication of ideas in tight cycles. Successful bodystorming follows some basic rules like not talking and instead acting out ideas, with participation from all.
It’s always a people problem (much ado2016)
This is a talk I presented at Agile Vancouver's 2016 conference "Much Ado About Agile 2016".
It is about how using agile effectively and having a more successful agile transformation requires truly acknowledging how much of a people problem it is.
There are some suggestions about what you can try to focus on this more that are hopefully practical, although not necessarily easy, solutions.
Agile Influence: 8 Strategies to Empower You and Your Team - Joanna Plumpton,...
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As part of an agile team, we are frequently in situations in which we hope to positively impact outcomes through our daily interactions. People skills are in demand but what are the tools? What can you do to influence and make your team great? Rather than logical argument, cognitive science shows the need to speak to subconscious motivators rather than our rational side. We present the strategies.
About Joanna Plumpton
I am on my continuous learning journey to develop as an Agile Coach. I have been involved professionally in application development for over 18 years, progressively fulfilling the roles of developer, team lead, development manager, business analyst, project & delivery manager, Agile Coach and Practice Manager in both Product Development and Consulting environments.
About Andy Nguyen
Andy is an agilist, coach, trainer, influencer and advocate, in constant struggle to challenge on the methodologies and the over-control of traditional management. Currently coaching new Scrum Masters and product owners and apply Agille methodologies across teams.
Reignite your desire to improve (NDC Sydney 2018)
"We're doing pretty well. There's not much to improve on" #sigh
It's so, so easy to get improvement fatigue. To become overly familiar and comfortable with the little dysfunctions in how you and your team work. To stop improving and start missing out on the fresh ideas and experiments that could elevate your team beyond the level they're currently working at.
Let's explore the common problems teams often become comfortable with, and ideas for addressing them. Let's explore what you could try that can help your team think differently, to challenge the status quo, and to help you and your team reinvigorate your desire to improve and to raise your game to the next level!
Recalibrating collaboration
From my talk at BigDesign 17 in Dallas where I shared how Atlassian designers collaborate with their product teams, other designers as well as across the organisation.
Rewrite the rules - how to become a winning team when facing adversity
What do you do when your well laid endeavours don't seem to be going to plan and life throws your exec team a curve ball. How do you overcome adversity and win through as a team?
Ted Circles #3
Slides used with the TED Circle I organised in Taipei 30th October 2019.
The event description is here https://tedcircles3.eventbrite.co.uk
More information about TED Circle here www.tedcircles.com
The talks we discussed were
Margaret Heffernan: The human skills we need in an unpredictable world|
How Apologies Kill Our Confidence | Maja Jovanovic | TEDxTrinityBellwoodsWomen,
Why your doctor needs your help to battle over-treatment | Christer Mjåset | TEDxOslo,
Judson Brewer: A simple way to break a bad habit | TED Talk
About TED Circle
TED Circles is an open platform of small groups that meet for conversations about ideas. It’s a new TED initiative. 150 Pilot Hosts across 40 countries have volunteered to invite friends, neighbours, strangers, or a mix - to discuss a variety of interesting topics.
TED is running a pilot from September through November 2019 in order to shape the official launch in January 2020.
Hosted by volunteers, these weekly or monthly gatherings aim to empower us to dream and debate.
Each TED Circle is unique and all are virtually connected through the TED Circles platform - making it possible for local conversations to reach a global scale.
This TED Circle will last about 2 hours 30 mins. but we may go for a drink/meal afterwards. You may be expected to watch some 2-3 talks before we meet (like in a book club).
Anyone reading this is welcome to apply to join this Circle. The number of places is limited. Especially welcome are change makers, community activists and the entrepreneurially minded.
To find out more go here https://www.tedcircles.com
Any questions, just contact me.
Richard Lucas Curator TEDxKazimierz
Please note that this event will take place in cafe in Mengxia Park. There is no charge, but for sure we will need to spend some money to keep the cafe happy. If possible we may move onto the grass but we will have to see how things look on the day.
The route from the hotel TEDxWeekend Taipei people are staying in before hand is here .
It may not be possible to view TED talks in this environment so it will be necessary to have watched the recommended TED talks beforehand. and a repeat on Tuesday 29th once I arrive.
The event will formally end at 19:30 but we may go for a drink/meal afterwards.
Better Decision Making: Avoiding the Conclusion Trap and Other Pitfalls
Presented by Dan Markovitz, author of The Conclusion Trap
Organizations (and individuals) frequently struggle to make good decisions. They spend money, invest in new technology, and invest enormous amounts of time and effort reorganizing in fruitless efforts to solve thorny problems. Why?
Years of training and reinforcement in school and at work, time pressures and deadlines, and inherent psychological biases cause us to jump to conclusions before we even understand the problem we’re attempting to solve.
This workshop will help you make better decisions by eliminating that tendency. You’ll learn a powerful, four-step process that ensures you will deeply understand a problem before pursuing any given solution:
(1) gathering both facts and data, so you can accurately grasp the situation
(2) framing the problem, so you can avoid cognitive biases
(3) isolating contributing factors, so you can manage complex situations
(4) finding the root cause, so you can avoid ineffective band-aids
If you register for this webinar, you will be entered to win one of three copies of Dan's book.
Your leadership style could be getting in your own way
This document discusses leadership styles and how they can sometimes get in the way. It explores concepts like the "ladder of inference" and how people's espoused theories don't always match their actual behaviors. Leaders often use a "sandwich approach" to feedback where they start and end with positives, but inserting criticism in the middle can backfire by making the recipient distrustful. Understanding these concepts can help leaders gain insight into their own and others' behaviors in order to improve communication and outcomes.
4Es & 1P LEADERSHIP FORMULAE BY JACK WELCH
THE TAGLINE IS:
"Anyone can lead. But not everyone is a great leader."
Jack Welch, one of the world’s most respected and celebrated business leaders of all time who Forbes Magazine coined the “CEO of CEOs.”
Under his leadership as chairman and CEO of General Electric between 1981 and 2001, the company’s value rose 4,000%. And during that time, Jack built one of the most successful Human Resource departments the world has ever seen. He used a very “simple” framework to evaluate talent; a framework still being used today based on the following five traits: energy, an ability to energize, edge, an ability to execute and passion—more commonly referred to as the “4Es and a P” of leadership.
Winning - Jack Welch
Regards,
Abdi J. Putra (ABIE)
GM Digital Lifestyle Sales & Care Planning Telkomsel
Become a better 'you' as a leader...
Push past your limitations of your 'Acquired Self' to discover your 'Authentic Self; achieve your full potential and become the Leader you were destined to be
Skills and Traits of Successul Entrepreneurs. Time Management Tactics
Presentation held on 10th April 2013 for Manly Entrepreneurs Meetup.
Topic: Skills and traits of Success Entrepreneurs and Time Management Skills
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Continuous creativity slideshare
- 1. Continuous Creativity for Agile Teams Roger BrownMark LevisonAgile 2010 © 2010 Roger.W.Brown
- 3. Why should you care? Creativity increases productivity Your team can be more creative Knowing how it works makes it easier to achieve Teams can achieve a state of Group Flow Creativity can be nurtured
- 4. Group Flow How to Nurture it Group Creativity Where does it come from? What is Creativity?
- 6. Would you like to be more creative?
- 7. What is holding you back?
- 8. Creative people work alone, right?
- 9. Creative people are born that way, right?
- 11. 2x + 3y = z And then it happened…
- 12. What defines a creative idea? You tell us…
- 14. Relevant
- 16. Have you ever tried really hard to be creative?
- 17. Can creativity be learned? Aha! Mozart coffee brainstorm innovate think!
- 18. There are many models for fostering creativity
- 19. A Neuro-Based Model Attention Reflection Insight Action
- 20. Exercise Using a single stroke, turn the Roman numeral seven, shown below, into an eight. VII If you get stuck, ask a partner for help
- 21. Exercise Using a single stroke, turn the Roman numeral 9, shown below, into a 6. IX If you get stuck, ask a partner for help
- 22. Exercise Using a single stroke, turn the Roman numeral nine, shown below, into a six. IX If you get stuck, ask a partner for help
- 23. Where does creativity come from?
- 25. Genetics
- 26. School
- 28. We use our whole brain, all the time Logical? Creative? Longer branches, more dendritic spines, less precise Shorter branches, fewer dendritic spines, more precise
- 29. Brain Basics
- 30. Most “Thinking” is Subconcious
- 31. Brain Capacity and Speed Long Term Memory WorkingMemory slow real fast
- 32. Test Drive
- 33. Brain Circuits New Info Impasse Existing Neural Map 1 Existing Neural Map 2 New Neural Map
- 34. What does creativity look like? © 2006 David Rock
- 35. Brain Waves awareness reflection insight action
- 36. Group Creativity
- 37. Can a team be creative?
- 39. J.R.R.Tolkien and the Inklings
- 40. Jobs and Wozniak
- 44. Partner asks questions that facilitate reflection and watches facial expressions.
- 45. key words: quiet, deep, close, hunch
- 46. Switch roles after 4 minutes.
- 49. Too open-ended a target
- 50. Command and control
- 51. Noisy, stressed mind
- 53. EmotionalSafety
- 55. mastery
- 56. purpose
- 58. The Group Creativity Toolbox
- 59. Align to Common Goal
- 60. Prepare
- 62. Be visual
- 64. Make it safe to fail
- 65. Quiet Mind
- 68. Examine failures
- 70. Six Hats
- 72. Flow P Panic Anxiety Challenge Flow Channel Boredom Skill and Confidence
- 73. Agile activities are continuous Can creativity be continuous?
- 74. Group Goal nasahq photo
- 75. Deep Listening
- 77. Autonomy
- 78. Blending Egos
- 80. Familiarity and Continuity Performing Performance Forming Norming Storming Forming Storming Norming Performing
- 82. Moving Forward Yes, and… we can all wear hats like mine!
- 83. Embrace Failure
- 85. 5 min: As a group, filter the top 3 most interesting ideas generated at your table.
- 87. Creativity is a series of many small insights
- 88. The End Emmy Awards 2000: Outstanding Writing - Comedy Series - won 2001: Outstanding Writing - Comedy Series - won Writers Guild of America 2001: Best Writing - Episodic Comedy - nominated 2001: Best Writing - Episodic Comedy - nominated 2003: Best Writing - Episodic Comedy - nominated 2003: Best Writing - Episodic Comedy - nominated 2004: Best Writing - Episodic Comedy - won 2005: Best Writing - Episodic Comedy - nominated 2006: Best Writing - Episodic Comedy - nominated
- 89. Roger Brown , Moonrise Consulting roger@moonriseconsulting.com, @rwbrown Mark Levison, Agile Pain Relief Consulting mark@agilepainrelief.com, @mlevison