This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
Design Thinking and Innovation course - Day 3 - Design EthnographyIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
Design Thinking and Innovation Course - Day 4 - SynthesisIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
Design Thinking and Innovation Course - IntroductionIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
The document is a course description for a concept design course taught by Dr. Mariana Salgado. It provides an overview of the course structure and topics that will be covered during the 5 class meetings. These include defining concept design, developing concepts through scenarios and personas, testing concepts, and final presentations. It also describes some of the methods that will be used during the classes like brainstorming, visualizations, and applying Edward de Bono's 6 Thinking Hats technique to analyze concepts.
Communication Skills in Science: Research in 4 minutes (Rin4)Aurelio Ruiz Garcia
DTIC Seminar February 2016. Communication Skills in Science - Research in 4 minutes (Rin4) competition at Universitat Pompeu Fabra, Barcelona.
Aurelio Ruiz, Department of Information and Communication Technologies, Unit of Excellence María de Maeztu
You are a young researcher on your first independent position. What can you do to get your research work funded? How do you frame your work, find the right partners, address the funding body?
Slides from Andreas Zeller's presentation at the New Faculty Symposium at ICSE 2017, Buenos Aires, Argentina.
Unfinished Business Workshop: Working with user research dataSteve Portigal
In this workshop, Steve will show you how producers of "stuff" (products, services, and beyond) - can work with user research data to identify new businesses opportunities. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers (in the broadest sense of the word) increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including an exercise in the days and weeks beforehand) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
Design Thinking and Innovation course - Day 3 - Design EthnographyIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
Design Thinking and Innovation Course - Day 4 - SynthesisIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
Design Thinking and Innovation Course - IntroductionIngo Rauth
This slide deck is the introductory slide deck for a course on design thinking and innovation. It has been taught at Chalmers University of Technology, Sweden. All slides are released under creative commons. Feel free to use them in your education program and let us know about the results and feel free to comment regarding improvements.
The document is a course description for a concept design course taught by Dr. Mariana Salgado. It provides an overview of the course structure and topics that will be covered during the 5 class meetings. These include defining concept design, developing concepts through scenarios and personas, testing concepts, and final presentations. It also describes some of the methods that will be used during the classes like brainstorming, visualizations, and applying Edward de Bono's 6 Thinking Hats technique to analyze concepts.
Communication Skills in Science: Research in 4 minutes (Rin4)Aurelio Ruiz Garcia
DTIC Seminar February 2016. Communication Skills in Science - Research in 4 minutes (Rin4) competition at Universitat Pompeu Fabra, Barcelona.
Aurelio Ruiz, Department of Information and Communication Technologies, Unit of Excellence María de Maeztu
You are a young researcher on your first independent position. What can you do to get your research work funded? How do you frame your work, find the right partners, address the funding body?
Slides from Andreas Zeller's presentation at the New Faculty Symposium at ICSE 2017, Buenos Aires, Argentina.
Unfinished Business Workshop: Working with user research dataSteve Portigal
In this workshop, Steve will show you how producers of "stuff" (products, services, and beyond) - can work with user research data to identify new businesses opportunities. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers (in the broadest sense of the word) increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including an exercise in the days and weeks beforehand) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
This lecture was delivered to undergraduates at Duke University's Pratt School of Engineering for the course on How to Form New Ventures in Electrical and Computer Engineering.
This document discusses how to hire for innovation and help teams become more innovative. It provides 3 key things to look for when hiring: a track record of invention, T-shaped expertise, and a passion to change the status quo. It then outlines 5 behaviors exhibited by the most innovative companies and executives: questioning, observing, networking, associating, and experimenting. These behaviors include techniques like 5 Whys questioning, observing customers, conducting internal and external networking, brainstorming associations through deep dives, and quickly experimenting through pilots and prototypes. The overall message is that these hiring criteria and innovative behaviors can help make teams and companies more innovative.
The document discusses design thinking and innovation. It covers the design thinking process outlined by Tim Brown which includes inspiration, ideation, and communication. It discusses the importance of prototyping and testing prototypes before full production. Good communication is also highlighted as key to the process. The document then shifts to discussing ethnographic research on students involving their art supplies and projects. It notes the challenges they face in transporting heavy or numerous supplies. Interviews with students find the art making process to be time-consuming and supplies to be expensive and difficult to carry. Observation of a dorm room finds many belongings piled together without clear organization. Further research looks at business sites discussing the benefits of organized messes, the artistic process, and challenges faced
California Association of Museums Conference
March 7, 2014
Speakers:
Susan Spero, JFK University
Dana Mitroff Silvers, Design Thinking for Museums
Karen Kienzle, Palo Alto Art Center
Brianna Cutts, Sibbett Group
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
This document provides an overview of a presentation on creating powerful data visualizations. The presentation covers understanding data visualizations through exploring their history, creating visualizations by matching data types and purposes to chart types, refining visualizations for clarity and persuasion, and presenting visualizations effectively. The presentation aims to help audiences understand design considerations for effective data visualization, techniques for creating visualizations, and best practices for visualization presentation. It includes examples of data visualizations and recommendations for using visualizations to enhance understanding and insight.
UX Hong Kong - We've Done All This Research, Now What?Steve Portigal
The document outlines an agenda and process for turning field research data into insights and solutions. It begins with exercises to synthesize observations from fieldwork into themes and opportunities. Participants then generate strategies and solutions to address ideation questions formulated from the opportunities. The goal is to practice connecting research findings to a range of potential business areas and solutions through collaborative, visual ideation techniques.
This document provides guidance on how to hire for innovation and help teams become more innovative. It outlines 5 key behaviors for developing innovation: questioning, observing, networking, associating, and experimenting. When hiring, look for a track record of invention, T-shaped expertise, and a passion for changing the status quo. Top innovative companies believe innovation is the job of senior executives.
Well, We've Done All This Research, Now What?Steve Portigal
From Bolt|Peters' User Research Friday, November 2010. Steve Portigal and Julie Norvaisas, show you how designers and researchers can work with user research data to create action for businesses. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including a pre-work exercise in the days and weeks leading up to User Research Friday) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
The document discusses design thinking and the design process. It describes Tim Brown's model of design thinking, which includes the steps of inspiration, ideation, and implementation. It also discusses the importance of testing prototypes before full production and the need for communication throughout the design process. Critical questions are raised about the risks of not testing prototypes and why communication is key. The document then shifts to discussing ethnographic research, interviews, peer documentation, and desk research related to design.
The document discusses the design thinking process as outlined by Tim Brown. It describes the main stages as inspiration, ideation, and implementation. During inspiration, problems are identified and new ideas are sought. In ideation, many proposed solutions and prototypes are created. Communication is key throughout the process. The document also provides guidance on using design thinking for education, including defining problems, researching users, developing insights, brainstorming solutions, creating prototypes, and refining ideas over time.
Industrial design has traditionally focused on late-stage product development and solutions, with designers trained to generate visual ideas and test products independently. In contrast, design thinking engages designers earlier in the process to frame problems through user research and concept development with an emphasis on teamwork, facilitation skills, and a user-centered approach using shared mindsets and language.
Ana Pinto da Silva, Microsoft’s Strategic Prototyping and Advanced Strategies Group (StratPro)
Design for Innovation: Shaping Design in the 21st Century
The physical/digital divide is closing. NUI is becoming normal. Social Media feels old-hat and “Big Data” is a fact of life. As the tech revolution moves from adolescence into full-fledged adulthood, the lines between design disciplines are increasingly blurred and new design paradigms are emerging, profoundly affecting the ways in which designers work, innovate and create change. At this critical juncture in the digital revolution, what is the future of design innovation?
Designers are change makers. Designers are a critical part of the world’s imaginative engine, marking and celebrating even the most mundane moments of the human endeavor. Designers help frame lenses through which we understand and communicate who we are and how we relate to each other – as individuals, as tribes, as communities at every scale. Design marks the cleaving point between art, technology, business, science and culture. Ultimately, design shapes action and at its best, serves as a cultural change agent in the service celebrating the arc of human potential.
What is the future of design innovation? What technological, cultural and demographic forces will shape the way we practice design? How will design impact the development of technology? What does this mean for traditional and emergent design disciplines? What does it mean to be a designer in the 21st Century? In what ways will designers act as disruptors and change agents? What central problems are designers especially positioned to solve?
This talk will take a broad look at the future of design and design innovation, contextualizing the role of design in the past century and looking forward to the century ahead to understand the future potential of design innovation.
Assessment centers typically involve candidates completing a range of exercises that simulate activities from the target job. They are considered an accurate selection method because multiple assessors can observe candidates over an extended period of time, seeing what they can do in various situations rather than just what they say they can do. Well-designed assessment centers involve structured tests, activities, and evaluations to assess factors like skills, aptitudes, and compatibility with the organizational structure.
The document discusses using design driven innovation to transform everyday products into experiences. It uses the example of transforming a coffee brewer from a utilitarian device into a coffee experience. The document advocates using human-centered design and design driven innovation to discover and fulfill unmet needs, and provides examples of how this approach could drive both incremental and radical changes to technologies like transportation and healthcare.
Understanding the Economic Value of Design v1Chris Finlay
Design has long struggled to justify its value as a business activity, and while it has gained ground it is still losing too often. Designers know it is the primary source of innovation, problem solving, and is one of the few truly sustainable competitive advantages.
What designers don't realize is that most business activities are either belief or superstition, rather than based on a reliable return on investment (ROI) calculation. Business people and designers lack a shared understanding of how design creates value, and so they use their specialized language to defend their position, and ultimately reduce the competitiveness of the business.
This is a work in progress on that issue, by Chris Finlay and Jason Gaikowski, focused on creating a critical chain of logic to help both business people and designers understand how to create value together.
Two models of design-driven innovation - UX AustraliaSteve Baty
The drive for innovation in products and services and a culture of ‘fail early; fail often’ has bred a desire for very early prototypes. This approach lends itself to an entire industry tackling a problem or for the venture capitalists funding them. It can be broadly characterised as hypothesis-led. It is much less appropriate or advantageous for an individual project team within an established industry attempting to reinvent an existing product/service category. For these teams, an insight-led approach in which multiple concepts are developed in parallel is more appropriate.
This presentation will give an introduction to each of these two dominant models of design-driven innovation. It will look at the advantages and disadvantages of each; and look at the issue of localised optimal solutions and what this means for innovation.
This document discusses the added value of design and well-managed design. It provides tips for honorary consuls to promote the management of design, for Austrian entrepreneurs to professionalize design management to increase returns on design investments, and for Dutch designers to only work for companies that manage design well for a sustainable relationship. Well-managed design is said to build competitive advantage for companies and organizations when managed effectively and efficiently.
Design Thinking and Innovation Course SyllabusIngo Rauth
The syllabus had been developed as part of a course on design thinking and innovation (TEK495) at Chalmers University of Technology, Sweden. It extends common elements of design thinking courses with innovation theory. All slides are available as well. If you have questions or further information, feel free to contact the author.
The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.
This lecture was delivered to undergraduates at Duke University's Pratt School of Engineering for the course on How to Form New Ventures in Electrical and Computer Engineering.
This document discusses how to hire for innovation and help teams become more innovative. It provides 3 key things to look for when hiring: a track record of invention, T-shaped expertise, and a passion to change the status quo. It then outlines 5 behaviors exhibited by the most innovative companies and executives: questioning, observing, networking, associating, and experimenting. These behaviors include techniques like 5 Whys questioning, observing customers, conducting internal and external networking, brainstorming associations through deep dives, and quickly experimenting through pilots and prototypes. The overall message is that these hiring criteria and innovative behaviors can help make teams and companies more innovative.
The document discusses design thinking and innovation. It covers the design thinking process outlined by Tim Brown which includes inspiration, ideation, and communication. It discusses the importance of prototyping and testing prototypes before full production. Good communication is also highlighted as key to the process. The document then shifts to discussing ethnographic research on students involving their art supplies and projects. It notes the challenges they face in transporting heavy or numerous supplies. Interviews with students find the art making process to be time-consuming and supplies to be expensive and difficult to carry. Observation of a dorm room finds many belongings piled together without clear organization. Further research looks at business sites discussing the benefits of organized messes, the artistic process, and challenges faced
California Association of Museums Conference
March 7, 2014
Speakers:
Susan Spero, JFK University
Dana Mitroff Silvers, Design Thinking for Museums
Karen Kienzle, Palo Alto Art Center
Brianna Cutts, Sibbett Group
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
This document provides an overview of a presentation on creating powerful data visualizations. The presentation covers understanding data visualizations through exploring their history, creating visualizations by matching data types and purposes to chart types, refining visualizations for clarity and persuasion, and presenting visualizations effectively. The presentation aims to help audiences understand design considerations for effective data visualization, techniques for creating visualizations, and best practices for visualization presentation. It includes examples of data visualizations and recommendations for using visualizations to enhance understanding and insight.
UX Hong Kong - We've Done All This Research, Now What?Steve Portigal
The document outlines an agenda and process for turning field research data into insights and solutions. It begins with exercises to synthesize observations from fieldwork into themes and opportunities. Participants then generate strategies and solutions to address ideation questions formulated from the opportunities. The goal is to practice connecting research findings to a range of potential business areas and solutions through collaborative, visual ideation techniques.
This document provides guidance on how to hire for innovation and help teams become more innovative. It outlines 5 key behaviors for developing innovation: questioning, observing, networking, associating, and experimenting. When hiring, look for a track record of invention, T-shaped expertise, and a passion for changing the status quo. Top innovative companies believe innovation is the job of senior executives.
Well, We've Done All This Research, Now What?Steve Portigal
From Bolt|Peters' User Research Friday, November 2010. Steve Portigal and Julie Norvaisas, show you how designers and researchers can work with user research data to create action for businesses. One of the most persistent factors limiting the impact of user research in business is that projects often stop with a cataloging findings and implications rather than generating opportunities that directly enable the findings. As designers increasingly become involved in using contextual research to inform their design work, they may find themselves holding onto a trove of raw data but with little awareness of how to turn it into design.
The emphasis in this workshop (including a pre-work exercise in the days and weeks leading up to User Research Friday) will be on strengthening the creative link between "data" and "action." By the end, participants will have developed a range of high-level concepts that respond to a business problem and integrate a fresh, contextual understanding of that problem.
The document discusses design thinking and the design process. It describes Tim Brown's model of design thinking, which includes the steps of inspiration, ideation, and implementation. It also discusses the importance of testing prototypes before full production and the need for communication throughout the design process. Critical questions are raised about the risks of not testing prototypes and why communication is key. The document then shifts to discussing ethnographic research, interviews, peer documentation, and desk research related to design.
The document discusses the design thinking process as outlined by Tim Brown. It describes the main stages as inspiration, ideation, and implementation. During inspiration, problems are identified and new ideas are sought. In ideation, many proposed solutions and prototypes are created. Communication is key throughout the process. The document also provides guidance on using design thinking for education, including defining problems, researching users, developing insights, brainstorming solutions, creating prototypes, and refining ideas over time.
Industrial design has traditionally focused on late-stage product development and solutions, with designers trained to generate visual ideas and test products independently. In contrast, design thinking engages designers earlier in the process to frame problems through user research and concept development with an emphasis on teamwork, facilitation skills, and a user-centered approach using shared mindsets and language.
Ana Pinto da Silva, Microsoft’s Strategic Prototyping and Advanced Strategies Group (StratPro)
Design for Innovation: Shaping Design in the 21st Century
The physical/digital divide is closing. NUI is becoming normal. Social Media feels old-hat and “Big Data” is a fact of life. As the tech revolution moves from adolescence into full-fledged adulthood, the lines between design disciplines are increasingly blurred and new design paradigms are emerging, profoundly affecting the ways in which designers work, innovate and create change. At this critical juncture in the digital revolution, what is the future of design innovation?
Designers are change makers. Designers are a critical part of the world’s imaginative engine, marking and celebrating even the most mundane moments of the human endeavor. Designers help frame lenses through which we understand and communicate who we are and how we relate to each other – as individuals, as tribes, as communities at every scale. Design marks the cleaving point between art, technology, business, science and culture. Ultimately, design shapes action and at its best, serves as a cultural change agent in the service celebrating the arc of human potential.
What is the future of design innovation? What technological, cultural and demographic forces will shape the way we practice design? How will design impact the development of technology? What does this mean for traditional and emergent design disciplines? What does it mean to be a designer in the 21st Century? In what ways will designers act as disruptors and change agents? What central problems are designers especially positioned to solve?
This talk will take a broad look at the future of design and design innovation, contextualizing the role of design in the past century and looking forward to the century ahead to understand the future potential of design innovation.
Assessment centers typically involve candidates completing a range of exercises that simulate activities from the target job. They are considered an accurate selection method because multiple assessors can observe candidates over an extended period of time, seeing what they can do in various situations rather than just what they say they can do. Well-designed assessment centers involve structured tests, activities, and evaluations to assess factors like skills, aptitudes, and compatibility with the organizational structure.
The document discusses using design driven innovation to transform everyday products into experiences. It uses the example of transforming a coffee brewer from a utilitarian device into a coffee experience. The document advocates using human-centered design and design driven innovation to discover and fulfill unmet needs, and provides examples of how this approach could drive both incremental and radical changes to technologies like transportation and healthcare.
Understanding the Economic Value of Design v1Chris Finlay
Design has long struggled to justify its value as a business activity, and while it has gained ground it is still losing too often. Designers know it is the primary source of innovation, problem solving, and is one of the few truly sustainable competitive advantages.
What designers don't realize is that most business activities are either belief or superstition, rather than based on a reliable return on investment (ROI) calculation. Business people and designers lack a shared understanding of how design creates value, and so they use their specialized language to defend their position, and ultimately reduce the competitiveness of the business.
This is a work in progress on that issue, by Chris Finlay and Jason Gaikowski, focused on creating a critical chain of logic to help both business people and designers understand how to create value together.
Two models of design-driven innovation - UX AustraliaSteve Baty
The drive for innovation in products and services and a culture of ‘fail early; fail often’ has bred a desire for very early prototypes. This approach lends itself to an entire industry tackling a problem or for the venture capitalists funding them. It can be broadly characterised as hypothesis-led. It is much less appropriate or advantageous for an individual project team within an established industry attempting to reinvent an existing product/service category. For these teams, an insight-led approach in which multiple concepts are developed in parallel is more appropriate.
This presentation will give an introduction to each of these two dominant models of design-driven innovation. It will look at the advantages and disadvantages of each; and look at the issue of localised optimal solutions and what this means for innovation.
This document discusses the added value of design and well-managed design. It provides tips for honorary consuls to promote the management of design, for Austrian entrepreneurs to professionalize design management to increase returns on design investments, and for Dutch designers to only work for companies that manage design well for a sustainable relationship. Well-managed design is said to build competitive advantage for companies and organizations when managed effectively and efficiently.
Design Thinking and Innovation Course SyllabusIngo Rauth
The syllabus had been developed as part of a course on design thinking and innovation (TEK495) at Chalmers University of Technology, Sweden. It extends common elements of design thinking courses with innovation theory. All slides are available as well. If you have questions or further information, feel free to contact the author.
The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.
The document provides guidance on writing effective business correspondence, including:
- Keep correspondence short and focused on the recipient
- Avoid negative writing and speak to individuals directly about any criticisms
- Re-read correspondence before sending to catch any errors or issues
- Common types of business letters include enquiry letters, quotation letters, order letters, and complaint letters
- Enquiry letters request information, quotation letters provide requested information, order letters place orders, and complaint letters address issues with products or services
The document outlines best practices for different types of business correspondence.
The document discusses the Lean Startup methodology, which involves building a minimum viable product, measuring customer behavior, and using validated learning to improve the product through an iterative process. Some key principles are minimizing time in the build-measure-learn loop, pivoting based on learnings before running out of resources, and using metrics that are actionable, accessible, and auditable. Pioneers of Lean Startup include Eric Ries and Steve Blank. The methodology aims to reduce risk and failure rates for startups facing uncertainty.
Innovation by Design exhibition catalogLiquid Agency
The document describes an exhibition titled "Innovation by Design" that was held at Liquid Space PDX from May 1 to August 1, 2014 and sponsored by Liquid Agency. The exhibition featured diverse innovative products in various categories including furniture, art, apparel, toys, photography and more. Liquid Agency is introduced as a brand experience agency that helps clients develop brand experiences through strategy, creativity and technology.
Who killed Innovation - by Design the Future Tadeusz KifnerTadeusz Kifner
Who can kill innovation in companies & corporations? What drivers stimulate killers of the innovation? Opportunities in the future will demand new types of human approaches. The innovation needs openness & appropriate stimulation but should avoid "Mr Blockers" described in the presentation.
Business people in corporations and SME struggle with the notions of ‘design thinking’ & ‘design research’. Here are 8 ‘business’ figures to explain the value of Design Thinking & Design Research for organizations.
The Value Design Brings to Business (WebVisions Portland 2016)Nathan Shedroff
The document discusses how design can create value for businesses. It notes that experience creates value, and that those companies and people who focus on total value or premium value are able to create more value more often. The document advocates for collecting more information, particularly qualitative data, to better understand meanings, emotions, and other aspects of total value. It also suggests that experience affects a person's state of mind and new tools are needed to better design relationships and experiences.
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The document describes Roberta Tassi's work as a designer who uses system thinking and design tools to drive innovation processes. It provides examples of how she uses tools like user research, participatory design, and visual frameworks to understand problems, collaborate with stakeholders, and translate insights. The goal of her work is to develop systemic solutions through human-centered design processes. She believes design tools have potential to accelerate innovation when dealing with complex services involving many actors and channels.
Innovation and Design Thinking - Idris MooteeIdris Mootee
The document outlines 10 design thinking principles for business and strategy innovation presented by Idris Mootee, CEO of Idea Couture Inc. The principles are: using creativity to organize problems; bringing customer empathy; using conceptual drawings to discover relationships; breaking challenges into manageable chunks; focusing the organization with a common mission; creating tangible prototypes; using storytelling to articulate customer scenarios; immersing cross-functional teams in challenges; uncovering unmet customer needs through research; and using design as a language to describe new concepts.
Creativity, Design Thinking and How These Have To Do With Innovation & Entrep...Lumiknows Consultancy
Presentation of CEO of Russian design research consultancy Lumiknows Ekaterina Khramkova at the international conference on innovation and entrepreneurship held in Moscow late April 2009. The event was organized by the International center for Innovation & Entrepreneurship of the Moscow State University together with the U.S. Russia Center for Entrepreneurship with support of Innovation Studio Intel, Tempus, Higher School of Economics.
This document discusses continuous process improvement strategies. It describes 5 ways to improve a process including reducing inputs, reducing errors, meeting or exceeding customer expectations, making the process safer, and making it more satisfying for employees. Improvement strategies include repairing issues, refining incremental improvements, renovating with breakthrough improvements, and reinventing with new outputs. The 7-step problem solving method is outlined as identifying opportunities, analyzing the current process, developing optimal solutions, implementing changes, studying results, standardizing solutions, and planning for the future. Kaizen is also discussed as a philosophy of continuous improvement through small increments.
[Working in Groups Presentation] Chapter 10 - Structured & Creative Problem S...Duc Lai Trung Minh
This document summarizes a presentation on working in groups. It discusses group decision making methods like voting, consensus seeking, and authority rule. It also covers structured problem solving procedures like the standard agenda and functional perspective. Creative problem solving techniques are explained, including brainstorming, nominal group technique, and decreasing options technique. Finally, it discusses realities of problem solving like politics, preexisting preferences, and power dynamics within groups.
Giving and Receiving Feedback: A New ImperativeTechWell
Giving and receiving feedback are tough for everyone. Who wants to criticize others or be criticized? Although managers have a duty to give honest feedback to staff and peers, many people resist change or differ on how to change—leading to interpersonal conflicts and impacting deliverables. Omar Bermudez explains several techniques—Giving Positive Feedback, Acid Reflux (when you get that sick feeling), and SARA (Surprise, Anger, Rationalization, Acceptance)—that allow people to give and receive honest feedback to promote incremental improvements. Omar explains how to give accurate feedback to and receive the same from senior team members or direct superiors, a skill critical to career advancement. To increase self-esteem, happiness index, and your power to influence, Omar teaches you how to present feedback to your peers, your boss, or other colleagues in a diplomatic and efficient way. Take away key insights into how to create a healthy organizational culture with clear and constructive feedback.
Ideas into Action (Santa Clara Edition)Ernest Chiang
Four breakout sessions with a joint shareback round. Determine what winning looks like as measured by Mozilla's four pillars of activity. Tools, roadmap and things you can do when you return home. How you can adapt the 3-year plan to your local context and the projects you care about. How you can multiply the mission. Skills Learned: Metrics, Building Open into your Project, How to Identify the NoM in your ideas & highlight/promote/grow those
Management of Innovation in R&D_Chehroudi_LinkedInBruce Chehroudi
The document discusses key components for successful R&D organizations, including creative people, funding, and an organizational culture that values creativity and innovation. It also examines factors that influence innovation at both the individual and team levels, such as creative thinking skills, personality traits, team composition, and the climate for innovation within a team. The goal is to provide a framework for managing innovation effectively within R&D contexts.
1 Case Study Creative Climate WORK ENVIRONMENT ALL.docxaulasnilda
1
Case Study: Creative Climate
WORK ENVIRONMENT ALLOWS IDEO TO DELIVER PROMISE OF INNOVATION
Excerpted from Puccio et al. (2011) Creative leadership: Skills that drive change. Los Angeles, CA:
Sage.
2
The Challenge
Pepsi, Nike, Prada and other outstanding
companies knock on your door when they are
in need of an innovative product. Apple calls
on you when they are stuck on a challenge
and need a breakthrough. Your services
promise the creation of breakthrough
solutions, and your entire existence as a
company rests on your ability to deliver
innovation on demand. Are you up for the
challenge and what will it take to succeed?
The Company
Who could meet the challenges above and
how do they do it? IDEO, the now famous
design firm headquartered in Palo Alto,
California has created innovative products
and solutions for over 20 years. Because he
disliked corporate rules and was motivated to
create a company that was fun to work for,
David Kelly started what is now IDEO in
1978 under the name “David Kelley Design.”
In 1991 Kelley’s company was renamed to IDEO, with a focus on industrial design. Today IDEO
helps companies design innovative products, services and processes, employing approximately 350
people worldwide.
Are Ekvall’s 10 dimensions of a creative
climate present at IDEO?
Creative climate dimensions based on
Ekvall. (1996)
At IDEO:
Challenge & Involvement:
Brainstorming and other practices encourages all to participate
Reputation & setting big goals challenges IDEOers
Fun design challenges given by leadership
Freedom:
Freedom to customize workspace with more than just pictures.
Freedom to select projects of most interest
Freedom to have some downtime at work when needed.
Idea Time:
Brainstorming is considered almost a religion.
Movie and other types of excursions take place
Workspace promotes spontaneous conversations
Idea Support:
Constant encouragement / coaching by leadership
Easy to get supplies for ideas/concepts
Off project ideas supported i.e. Tech Cart
Trust & Openness:
Lack of Rules and procedures
Peer evaluations a common practice
Team members interview and help make hiring decisions
Playfulness & Humor:
Practical jokes are common at IDEO
Project teams often give out fun awards
IDEOers are given the permission to play
Debates: (Viewpoints and ideas are appropriately challenged.)
The Evaluate & Refine step of IDEO’s Innovation process provides time
for discussion of different viewpoints.
Low conflict: (Little or no presence of interpersonal tension)
Strong efforts are made to blur the lines between management and
workers.
Intensive interviewing occurs to find employees that best fit IDEO’s
culture.
Risk-Taking:
“Fail often to succeed sooner” motto promoted by leadership
Consistently try new things knowing some failures will occ.
1 Case Study Creative Climate WORK ENVIRONMENT ALL.docxmercysuttle
1
Case Study: Creative Climate
WORK ENVIRONMENT ALLOWS IDEO TO DELIVER PROMISE OF INNOVATION
Excerpted from Puccio et al. (2011) Creative leadership: Skills that drive change. Los Angeles, CA:
Sage.
2
The Challenge
Pepsi, Nike, Prada and other outstanding
companies knock on your door when they are
in need of an innovative product. Apple calls
on you when they are stuck on a challenge
and need a breakthrough. Your services
promise the creation of breakthrough
solutions, and your entire existence as a
company rests on your ability to deliver
innovation on demand. Are you up for the
challenge and what will it take to succeed?
The Company
Who could meet the challenges above and
how do they do it? IDEO, the now famous
design firm headquartered in Palo Alto,
California has created innovative products
and solutions for over 20 years. Because he
disliked corporate rules and was motivated to
create a company that was fun to work for,
David Kelly started what is now IDEO in
1978 under the name “David Kelley Design.”
In 1991 Kelley’s company was renamed to IDEO, with a focus on industrial design. Today IDEO
helps companies design innovative products, services and processes, employing approximately 350
people worldwide.
Are Ekvall’s 10 dimensions of a creative
climate present at IDEO?
Creative climate dimensions based on
Ekvall. (1996)
At IDEO:
Challenge & Involvement:
Brainstorming and other practices encourages all to participate
Reputation & setting big goals challenges IDEOers
Fun design challenges given by leadership
Freedom:
Freedom to customize workspace with more than just pictures.
Freedom to select projects of most interest
Freedom to have some downtime at work when needed.
Idea Time:
Brainstorming is considered almost a religion.
Movie and other types of excursions take place
Workspace promotes spontaneous conversations
Idea Support:
Constant encouragement / coaching by leadership
Easy to get supplies for ideas/concepts
Off project ideas supported i.e. Tech Cart
Trust & Openness:
Lack of Rules and procedures
Peer evaluations a common practice
Team members interview and help make hiring decisions
Playfulness & Humor:
Practical jokes are common at IDEO
Project teams often give out fun awards
IDEOers are given the permission to play
Debates: (Viewpoints and ideas are appropriately challenged.)
The Evaluate & Refine step of IDEO’s Innovation process provides time
for discussion of different viewpoints.
Low conflict: (Little or no presence of interpersonal tension)
Strong efforts are made to blur the lines between management and
workers.
Intensive interviewing occurs to find employees that best fit IDEO’s
culture.
Risk-Taking:
“Fail often to succeed sooner” motto promoted by leadership
Consistently try new things knowing some failures will occ ...
The document provides an overview of the I-Corps E245 Syllabus Revision 17 course. The course aims to help teams determine the commercial readiness of their technology through experiential learning and customer discovery. It is taught over several in-person sessions and online lectures, and requires teams to spend significant time outside of class talking to customers. The goal is for teams to develop a go/no go decision about commercial viability and a transition plan if moving forward. Coursework focuses on testing business model hypotheses through customer interactions rather than academic papers or presentations.
The document discusses the concepts of creativity, innovation, and entrepreneurship. It defines creativity as generating unique ideas, innovation as implementing creative ideas, and entrepreneurship as commercializing innovations. Various techniques for stimulating creativity are also presented, such as brainstorming, lateral thinking, and mind mapping.
The document provides resources for integrating design thinking and STEAM into K-12 education. It lists ways to connect with the K12 Lab Network like signing up for their mailing list or following them on social media. It also shares information on projects and initiatives like School Retool and SparkTruck. The document then lists toolkits, curricular resources, and places to find materials for hands-on projects. Finally, it recommends books, documents, and TED talks for learning more about design thinking in education.
OTA The Art of the Pitch Workshop handoutDavid Terrar
The Pitch Workshop handout (not presentation slides) from Penny Jackson and David Terrar's Saturday morning workshop session at this year's Over The Air conference at Imperial College, London, September 10 + 11, 2010. This workshop was designed to help you improve your presentation skills and learn the art of "the Pitch". Penny and David got the audience on their feet, thinking about how to get in to the mind of their audience, whether they are prospects, customers, friends, potential investors or partners. It covers how to craft and refine your message, and explains the 9 C's of a good elevator pitch.
The document summarizes a design process that involved 12 workshops on topics like DIY electronics and microbe labs. It describes personas developed, sessions using the PROTEE method, and two prototype ideas that emerged. One prototype was selected and built, with literature reviews, observations of workshops, and conferences also part of the process. The prototype is described as a proof of concept that is not fully tested or robust but provides basic functionality. Reflections question how evaluation could better capture value and outcomes, how to get to know participants and build trust, and how to plan for and adapt to the unexpected.
This document outlines the agenda and topics for Session #2 of an Advanced Topics in Entrepreneurship course. The session focuses on ideation and creativity. The agenda includes recapping the previous session, discussing participants as enterprising individuals, exploring the concept of value creation, outlining the ideation process, and summarizing key takeaways. Examples and exercises are provided to illustrate different aspects of ideation, such as identifying problems, generating solutions, assessing ideas, and prototyping concepts. Participants are instructed to form project teams and submit a topic check by specified deadlines in preparation for future sessions.
The document summarizes a citizen-led innovation project that took place over several months. It involved 12 workshops on topics like DIY electronics and microbe labs. Researchers conducted 4 personas, 3 reflection sessions, literature reviews, observations, and documentation of workshops. They created 2 prototype ideas and selected 1 to build. The prototype was user tested but is noted as a proof of concept and work in progress, not a final product. The document poses questions for reflection on how to best support innovation, evaluate tangible and intangible outcomes, build trust between diverse groups, and make decisions in citizen-led projects.
How do you extend a product vision statement such that it remains aspirational but is specific enough to clarify intention and make difficult decisions easy? Enter "Design Tenets"
New Media Producing Syllabus Fall 2012 - Building Storyworlds the art, craft ...Lance Weiler
This document outlines the syllabus for a 14-week course on building immersive storyworlds in the 21st century. The course will include lectures, group projects, conversations with industry professionals, and field trips. Students will work in teams to design, produce, test, and launch an immersive storytelling experience. They will also complete weekly blog posts on transmedia storytelling topics and required readings. The goal is for students to learn practical skills in conceiving and executing innovative storyworlds across multiple platforms.
Generative AI models can augment human creativity in several ways:
1) They can promote divergent thinking by making remote associations.
2) They can challenge expertise bias by generating novel images to trigger new ideas or assisting with methods like trisociation.
3) They can assist in idea evaluation and refinement by helping evaluate large numbers of ideas or expanding on initial concepts.
4) They can facilitate collaboration by improving communication of ideas for those with different language abilities or expertise with design tools.
Stacey Seronick: Kaizen You! Continuous Improvement for You and Your TeamJack Molisani
The document outlines an agenda for a workshop titled "Kaizen You! Continuous Improvement for You and Your Team". The agenda includes sessions on making continuous improvement part of one's work through finding personal passions, project-based learning, and team-based skills mapping and project ideation. Participants will work in groups to map their skills and passions, generate ideas for a learning project, and begin building out the project by mapping steps and assigning tasks. The goal is to help participants bring continuous improvement back to their work through teaching others.
On Feb 22, 2018 I ran an IdeaLab session for 300 high school students in Mumbai as part of the TiE Global Summit. IdeaLab is a fun, fast-paced activity where you develop a great idea in about an hour. IdeaLab is the first group activity for TiE Young Entrepreneurs, an invention education program.
Andreas Schleicher presents PISA 2022 Volume III - Creative Thinking - 18 Jun...EduSkills OECD
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Brand Guideline of Bashundhara A4 Paper - 2024khabri85
It outlines the basic identity elements such as symbol, logotype, colors, and typefaces. It provides examples of applying the identity to materials like letterhead, business cards, reports, folders, and websites.
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
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In Odoo, we can set a default value for a field during the creation of a record for a model. We have many methods in odoo for setting a default value to the field.
Design Thinking and Innovation Course - Day 2 - Teams and Innovation
1. TEK495 - Design & Innovation
Day 2
TEAMS & INNOVATION
TEK495
Ingo Rauth, Lisa Carlgren, Pamela Nowell
September 7, 2015
A big thank you to previous course contributors: Maria Elmquist (2014), Karl Magnus Möller (2014).
2. TEK495 - Design & Innovation
2
Slide/Exercise Time Material Facilitator
Prepare
Re-Arrange room to work
group island mode
Print: wallet exercise sheets
Bring: Prototyping material, adapter, backup
sound, laptop, notebooks for students
All
Warm-up 10 min none all
Group reflection diary
conversation
10 min none all
Team Intro 20 min Syllabus Printouts Ingo
Coffee break 15 min none
What makes great teams 55 min marker, whiteboard Lisa lead
Ingo sidekick
Coffee break 15 min
Managing Conflicts in teams 50 min Prototyping material, print outs Pamela
Coffee Break 15 min
Project 2 & Team pitch 30 min Ingo
4. TEK495 - Design & Innovation
Agenda
8:00-8.45 Introduction & reflection
BREAK
9:00-9.55 What makes great teams &
team formation for project II
BREAK + get to know your team
10:10-11:00 Dealing with conflict
BREAK
11:15-11:45 Your team’s pitch for project II
5. TEK495 - Design & Innovation
Aim of today
▪ Know what a good team is
▪ Get to know the roles you play in teams.
▪ Be able to form a good team
▪ Know the basics of how to deal with conflict in teams.
INTRODUCTION TO TEAMS
7. TEK495 - Design & Innovation
Speed-Dating
- Best experience of teamwork
- Worst experience of teamwork
- 2x1 minutes per conversation
INTRODUCTION TO TEAMS
8. TEK495 - Design & Innovation
What is teamwork?
INTRODUCTION TO TEAMS
9. TEK495 - Design & Innovation
“A small number of people with complementary skills who are
committed to a common purpose, performance goals and
approach for which they hold themselves mutually accountable”
What is a team?
Katzenback & Smith (1993)
Image source: Deviantart.com team supreme
INTRODUCTION TO TEAMS
10. TEK495 - Design & Innovation
Commitment & Common Purpose
#1 INTRODUCTION TO TEAMS
Source:Dilbert.com (Scott Adams Inc, 2003)
11. TEK495 - Design & Innovation
P
Commitment & Common Purpose
INTRODUCTION TO TEAMS
Functional
Groups
Lightweight Project
Team
Heavy weight
Project Team
Autonomous
Project Team
P
P
enhancement
small changes
derivative
based on
existing but new
market/product
platform
base for a new
direction
breakthrough
entirely new
Adapted from Tidd & Bessant (2013) Fig. 10.1 & 10.2
independent interdependent
12. TEK495 - Design & Innovation
Accountability
INTRODUCTION TO TEAMS
13. TEK495 - Design & Innovation
▪ clearly defined tasks and objectives
▪ effective team leadership
▪ good balance of team roles and match to individual behavior style
▪ effective conflict resolution mechanisms within the group
▪ continuing liaison with external stakeholders Source: Tidd et al. (2001)
Prerequisites for successful teams
INTRODUCTION TO TEAMS
Image source: Wikimedia
14. TEK495 - Design & Innovation
References on teams and innovation
Tidd & Bessant (2013) Managing Innovation
Stamm (2008) Managing Innovation, Design and Creativity
Katzenback & Smith (1993) The discipline of teams
INTRODUCTION TO TEAMS
Image source: Wikipedia
15. TEK495 - Design & Innovation
BREAK
3x Tell me about your dream day?
15
17. TEK495 - Design & Innovation
Exercise
BUILDING GREAT TEAMS
Count how many things you
have in common!
Image source: Flickr Ralph Aichinger
18. TEK495 - Design & Innovation
Exercise
BUILDING GREAT TEAMS
Count how many things that
differ between you!
Image source: Flickr Ralph Aichinger
19. TEK495 - Design & Innovation
Diversity
BUILDING GREAT TEAMS
Image source: Flickr Rayela Art
20. TEK495 - Design & Innovation
“Innovation is primarily about combining different
perspectives in solving a problem, and there is thus
much potential value in team working.”
Tidd & Bessant (2013)
Image source: Flickr, Dominic Alves
21. TEK495 - Design & Innovation
Different aspects of diversity in
innovation
Acquired diversity
▪ Education
▪ Experience
Inherent diversity:
▪ gender
▪ ethnicity
▪ sexual orientation
▪
BUILDING GREAT TEAMS
Personality diversity
▪ introvert/extrovert
▪ exploring/executing
▪ task/people orientation
22. TEK495 - Design & Innovation
T-shaped people
BUILDING GREAT TEAMS
Wide breadth of knowledge across discipline
Deepknowledgeinone/twospecificareas
23. TEK495 - Design & Innovation
BUILDING GREAT TEAMS
T-shaped people
24. TEK495 - Design & Innovation
Innovation Profile Tag
BUILDING GREAT TEAMS
1
2
3
Image source: Flickr, Incase
26. TEK495 - Design & Innovation
Learner
Anthropologist
Observe & Interact, Curious
see the new in everything
(Vuja De)
Collect ideas & bugs
Experimenter
Curiosity & hard work
Explore through prototyping
Fail often, succeed sooner
Cross Pollinator
Connect & Associate
Broadly interestested
relate the unrelated
e.g. Frisbee & Hammer
We love to gather and learn to create a
deeper understanding (insights)!
BUILDING GREAT TEAMS
27. TEK495 - Design & Innovation
Collaborator
Team over the individual
Multidisciplinary teams
More of a coach than a boss
Organizer
BUILDING GREAT TEAMS
Hurdler
Tireless problem-solver,
Optimist, Quiet Determination,
Perseverance
Don’t just “do your job”
Sees beyond initial failures
Director
Big picture thinking
Brings out the best in team
members
Give center stage to others
Shoots for the moon and
wields a large toolbox
We love to create conditions for innovation
by organizing time, people & resources!
28. TEK495 - Design & Innovation
BUILDING GREAT TEAMS
Experience
Architect
Fend off the ordinary
Facilitate positive
encounters (with products,
services, organizations,
spaces, and events)
Set Designer
Liven up the workplace
Promote energetic,
inspired culture
Caregiver
Empathy for individuals
Create relationships
Foundation of a good
team
We love to take insights and resources and
make things happen!
Storyteller
Capture imagination
with a story (comics,
narrative, animation)
Spark emotion & action
Builder
29. TEK495 - Design & Innovation
Innovation Profile Tag : Field 1
BUILDING GREAT TEAMS
I love to gather and learn to create a
deeper understanding (insights)!
I love to take insights and resources and make
things happen!
I love to create conditions for innovation by
organize
time, people & resources!
Builder
Organizer
Learner
1 min
1
2
3
30. TEK495 - Design & Innovation
Discovery vs. Delivery driven
BUILDING GREAT TEAMS
Source: Dyer, Gregersen, Christiansson (2008) The Innovator’s DNA
31. TEK495 - Design & Innovation
Discovery vs. Delivery driven
BUILDING GREAT TEAMS
Source: Dyer, Gregersen, Christiansson (2008) The Innovator’s DNA
Divergent
C
onvergent
32. TEK495 - Design & Innovation
Innovation Profile Tag : Field 2
BUILDING GREAT TEAMS
I like quick, fast decision as they are
essential for progress quick delivery.
I’m frustrated by people who like to
discuss things again and again looking
for a better solution.
I think discovery is at the heart of innovation.
Hence I think it important to come up with new
ideas
and alternative points of view. I’m frustrated by
people who stress and rush decisions.
Converger
Diverger
1 min
1
2
3
33. TEK495 - Design & Innovation
DiSC Model
BUILDING GREAT TEAMS
Firm
Direct
Forceful
Strong-Willed
Result-oriented
Analytical
Precise
Systematic
Reserved
High-Spirited
Enthusiastic
Optimistic
Outgoing
Lively
Even-Tempered
Accomodating
Patient
Humble
Tactful
Dominance
InfluenceSteadiness
Compliance
TASK
PEOPLE
34. TEK495 - Design & Innovation
Design Thinking Process
#4 PROJECT 1, The Wallet Exercise
34
Source: Stanford University, d.school
35. TEK495 - Design & Innovation
DiSC Model & DesignThinking
BUILDING GREAT TEAMS
Firm
Direct
Forceful
Strong-Willed
Result-oriented
Analytical
Precise
Systematic
Reserved
High-Spirited
Enthusiastic
Optimistic
Outgoing
Lively
Even-Tempered
Accomodating
Patient
Humble
Tactful
Dominance
InfluenceSteadiness
Compliance
TASK
PEOPLE
IDEATE
TEST DEFINE
EMPATHIZE
For situational leadership check: Beckman and Barry (2007) Innovation as a learning process, embedding design thinking
36. TEK495 - Design & Innovation
DiSC Model : Field 3
BUILDING GREAT TEAMS
Firm
Direct
Forceful
Strong-Willed
Result-oriented
Analytical
Precise
Systematic
Reserved
High-Spirited
Enthusiastic
Optimistic
Outgoing
Lively
Even-Tempered
Accomodating
Patient
Humble
Tactful
Dominance
InfluenceSteadiness
Compliance
TASK
PEOPLE
1 min
1
2
3
37. TEK495 - Design & Innovation
Form the best possible team of 4
▪ Good balance of team roles and match
to individual behavior style
▪ Try to build a diverse team.
▪ Try to be open to new people.
▪ Trust your gut feeling.
▪ Find people that you believe have the
right attitude.
Try to experience something new!
10 min
38. TEK495 - Design & Innovation
References
Kelley & Littman (2010) Ten Faces of Innovation
Fast company article that gives an overview of 10 faces by Kelley & Littman
Dyer, Gregersen, Christiansson (2008) The Innovator’s DNA
DISC assessment - general info on wikipedia
Beckman and Barry (2007) Innovation as a learning process, embedding design
thinking
BUILDING GREAT TEAMS
40. TEK495 - Design & Innovation
MANAGING
CONFLICTS
IN TEAMS
Pamela Nowel
3#
41. TEK495 - Design & Innovation 41
That you become aware of:
● Why we have conflicts in
teamwork
● The different types of
conflicts that may arise
● Some tools that can help
manage and resolve
conflicts
GOAL
#3 Managing conflicts in teams
42. TEK495 - Design & Innovation
Diversity
#3 Managing conflicts in teams
Image source: Flickr Rayela Art
43. TEK495 - Design & Innovation
#3 Managing conflicts in teams
T-shaped people
Wide breadth of knowledge across discipline
Deepknowledgeinone/twospecificareas
44. TEK495 - Design & Innovation
Role play a conflict
Read the case and select a character
(any character!)
Role play the situation in your character
- really try to act out the conflict!
2 min read & 5 min role play
5 min discussion in your team
▪ What did you feel?
▪ Why do you think you felt that way?
#3 Managing conflicts in teams
45. TEK495 - Design & Innovation
Types of Conflict
Cognitive Conflict (task-related)
Disagreement on content of a task being performed
Example: Logo design
Image from factrange.com
#3 Managing conflicts in teams
46. TEK495 - Design & Innovation
Types of Conflict
Process
(procedural-related)
Disagreement about the way
work is done (who should do
what, in what order, roles and
responsibilities, etc.)
Example: Sue thinks
everyone should sit and
brainstorm around the logo
together, Jack thinks they
should divide up the work and
take on roles.
#3 Managing conflicts in teams
47. TEK495 - Design & Innovation
Types of Conflict
Affective Conflict
(relational, often emotional)
Interpersonal, relational, and
personal incompatibilities
Example: Sue thinks Jack is
lazy and doesn’t really want
to work, Jack thinks Sue is
controlling
#3 Managing conflicts in teams
48. TEK495 - Design & Innovation
Role play a conflict
Use the conflict resolution tool provided
and replay your conflict scenario
▪ 1 min look over the tool
▪ 5 min role play
#3 Managing conflicts in teams
49. TEK495 - Design & Innovation
Conflict resolution & management
Tools to help become
aware of your differences
▪ Thomas Kilmann index
(conflict handling style)
Faces of Innovation
▪ DiSC
▪ Norms: motivations,
expectations, values,
goals, etc.
#3 Managing conflicts in teams
Image source: pixabay
50. TEK495 - Design & Innovation
Assertive
50
One style is not
necessarily better than
another – it is situational.
#3 Managing conflicts in teams / Conflict resolution
Kilman Index
COMPETE
(win/lose)
COLLABORATE
(win/win)
AVOID
(lose/lose)
ACCOMODATE
(lose/win)
high
highlow
low
COMPROMISE
(win a bit / lose a bit)
Cooperative
TEST YOURSELF: http://www.buildingpeace.org
51. TEK495 - Design & Innovation 51
CUDSA model
Confront the conflict
Understand the other’s position
Define the problem
Search for and evaluate alternative
solutions
Agree upon, implement & evaluate the best
solution
#3 Managing conflicts in teams / Conflict resolution
52. TEK495 - Design & Innovation 52
Non-violent communication
A. What I observe
B. How I feel
C. What needs I have
D. My concrete and
positive wishes
“When you do not let me finish
my sentence (A) I feel frustrated
& angry, and I go into defense
mode (B). I need to be able to
finish my sentences without
being interrupted (C). I wish you
would do avoid interrupting me
when I speak (D)”.
Giraffe language: based
on taking responsibility for
one’s emotions – in contrast
to “wolf-language” that is
purely emotion-based.
#3 Managing conflicts in teams / Conflict resolution
53. TEK495 - Design & Innovation
“We were sufficiently similar to understand each other
easily and sufficiently different to surprise each other”
Kahneman (2011)
54. TEK495 - Design & Innovation
References
• Jehn (1997) A Qualitative Analysis of Conflict Types and Dimensions
in Organizational Groups; Administrative Science Quarterly, Vol. 42,
No. 3 (Sep., 1997)
• Disc Profile
• Kudsa Model
• Kilman Index overview article
On Wikipedia
• Giraffe Language
• Non-violent Communication
• Conflict Management
• Kilman Index
54
#3 Managing conflicts in teams / Conflict resolution
56. TEK495 - Design & Innovation
YOUR TEAM’s PITCH
FOR PROJECT II
4#
57. TEK495 - Design & Innovation
The master
student thesis
experience
Project 2
How to improve the:
Image source: pixabay
58. TEK495 - Design & Innovation
Pitch your team
Why are you the perfect hire
for project 2?
Include:
▪ team name
▪ team competences
▪ conflict resolution styles
▪ backgrounds and experiences
2x5 min
#4 Your Team’s pitch for project II
Image source: wikimedia.org
59. TEK495 - Design & Innovation
Play by your rules
What are the guidelines and
rules your team would like to
play by?
10 min
#4 Your Team’s pitch for project II
60. TEK495 - Design & Innovation
Tasks till next session
▪ Reflect about this session, using your diary.
▪ Watch video: https://vimeo.com/102508380
▪ Make a list of your individual goals and ambitions.
▪ Meet in the team, present them and come up with a set
of common goal/ambition for this project.
▪ Describe what unites you as a team (the glue).
▪ Describe what competencies / elements you might
LACK in your team, and how you could compensate
for this
Project II
▪ Do some desk research.
Homework