The document describes a study that tested the impact of gamification elements on collaborative idea generation and convergence activities. Teams used a system to either brainstorm and converge ideas (the baseline) or with added game elements like goals, progress bars, points and leaderboards (the gamified version). Preliminary results found that teams using the gamified version generated more ideas during brainstorming and engaged in more discussion during convergence, without negatively affecting idea quality. Participant feedback also suggested the game elements had a positive impact on participation and engagement in the activities.
This document provides a comparison of different online platforms for public managers to use for idea generation and public engagement. It describes the purpose and key features of 11 platforms: Bubble Ideas, Crowd Wise, Delib Dialogue App, Google Moderator, IdeaScale, Microsoft Town Hall, PubliVate, Salesforce Ideas, Spigit, UserVoice, and compares what each platform is well-suited for and its pricing information. The document aims to help public managers choose a platform that best fits their specific needs and objectives.
Brainstorming: Thinking - Problem Solving StrategyIJERA Editor
Brainstorming is a popular tool that helps you generate creative answers to a problem. It is mainly useful when you want to break out of stale, established patterns of thinking, so that you can develop new ways of looking at things. The aforementioned also helps you overcome many of the concerns that can make collection problemsolving a sterile and substandard process. Though group brainstorming is often more effective at generating ideas than normal group problem-solving, study after study has revealed that when individuals brainstorm on their own, they come up with more ideas and often better quality ideas than groups of people who brainstorm together.
This document proposes a theoretical framework called WorkFlow to support creativity in problem solving environments (PSEs). WorkFlow combines theories of flow, creativity, and problem solving into a model of the creative problem solving process. It identifies 10 key conversions in problem solving like problem formation, detector creation, and model execution that PSEs should support to foster creativity. The document also provides an example scenario of a biologist using a PSE to model mouse sleep cycles to illustrate how the theory applies.
MINDSTORMING: UPA 2011 full presentationDante Murphy
This document provides an overview of a workshop on collaborative design for social change. The workshop aims to teach participants about different types of design collaboration through participatory activities. Participants will learn about collaboration, participation, and workshop methodologies. They will practice taking structured notes and prototyping solutions to validate hypotheses. The goal is for participants to understand how to assess when design collaboration could benefit a social initiative and which methodology is most appropriate. The workshop emphasizes a collaborative process of research, ideation, and design to effectively drive social change.
The document summarizes findings from a pilot workshop and doctoral course assignment that used activity systems analysis to help students understand design as a practice and share their experiences through narrative case studies. Key findings from student reflections included: 1) Realizing through writing their cases that they see themselves as designers, 2) Being able to consciously articulate and explain their design decisions through writing, 3) Finding that activity systems analysis helped provide a framework to assess tensions in the design process. Students concluded that engaging in analysis surprised them by revealing aspects of their design work they did not previously recognize and by claiming their identity as designers.
Synectics and its importance in entrepreneurshipBasanta Bhetwal
Synectics is a creative problem solving technique developed by Gordon and Prince that uses analogies to link disconnected ideas and solve problems. It involves mentally taking things apart and reassembling them to gain new insights. Synectics is important for entrepreneurs and managers as it stimulates creative thinking, helps address diverse customer and employee needs, and can provide new ideas to help businesses manage competition in an increasingly diverse business environment.
This document discusses how social media can benefit project management. It begins with an abstract that outlines how communication is key to project success but is changing with new technologies. The author then discusses their experience using social media for a case study project and conference. Specific benefits of social media are summarized for communication, scope, resources, and procurement. The author argues that social media allows for improved and constant communication across virtual teams.
This document describes a technique for rapid idea generation that involves both constraining and de-constraining the problem space. It recommends constraining factors like format, time, and tools initially to avoid unnecessary details. Then it suggests de-constraining by removing limitations on technologies, scope, and resources to break out of preconceptions. The technique involves brainstorming silly or absurd ideas individually or in groups within time limits to warm up creativity before tackling a more serious task, like designing solutions for future technologies.
This document provides a comparison of different online platforms for public managers to use for idea generation and public engagement. It describes the purpose and key features of 11 platforms: Bubble Ideas, Crowd Wise, Delib Dialogue App, Google Moderator, IdeaScale, Microsoft Town Hall, PubliVate, Salesforce Ideas, Spigit, UserVoice, and compares what each platform is well-suited for and its pricing information. The document aims to help public managers choose a platform that best fits their specific needs and objectives.
Brainstorming: Thinking - Problem Solving StrategyIJERA Editor
Brainstorming is a popular tool that helps you generate creative answers to a problem. It is mainly useful when you want to break out of stale, established patterns of thinking, so that you can develop new ways of looking at things. The aforementioned also helps you overcome many of the concerns that can make collection problemsolving a sterile and substandard process. Though group brainstorming is often more effective at generating ideas than normal group problem-solving, study after study has revealed that when individuals brainstorm on their own, they come up with more ideas and often better quality ideas than groups of people who brainstorm together.
This document proposes a theoretical framework called WorkFlow to support creativity in problem solving environments (PSEs). WorkFlow combines theories of flow, creativity, and problem solving into a model of the creative problem solving process. It identifies 10 key conversions in problem solving like problem formation, detector creation, and model execution that PSEs should support to foster creativity. The document also provides an example scenario of a biologist using a PSE to model mouse sleep cycles to illustrate how the theory applies.
MINDSTORMING: UPA 2011 full presentationDante Murphy
This document provides an overview of a workshop on collaborative design for social change. The workshop aims to teach participants about different types of design collaboration through participatory activities. Participants will learn about collaboration, participation, and workshop methodologies. They will practice taking structured notes and prototyping solutions to validate hypotheses. The goal is for participants to understand how to assess when design collaboration could benefit a social initiative and which methodology is most appropriate. The workshop emphasizes a collaborative process of research, ideation, and design to effectively drive social change.
The document summarizes findings from a pilot workshop and doctoral course assignment that used activity systems analysis to help students understand design as a practice and share their experiences through narrative case studies. Key findings from student reflections included: 1) Realizing through writing their cases that they see themselves as designers, 2) Being able to consciously articulate and explain their design decisions through writing, 3) Finding that activity systems analysis helped provide a framework to assess tensions in the design process. Students concluded that engaging in analysis surprised them by revealing aspects of their design work they did not previously recognize and by claiming their identity as designers.
Synectics and its importance in entrepreneurshipBasanta Bhetwal
Synectics is a creative problem solving technique developed by Gordon and Prince that uses analogies to link disconnected ideas and solve problems. It involves mentally taking things apart and reassembling them to gain new insights. Synectics is important for entrepreneurs and managers as it stimulates creative thinking, helps address diverse customer and employee needs, and can provide new ideas to help businesses manage competition in an increasingly diverse business environment.
This document discusses how social media can benefit project management. It begins with an abstract that outlines how communication is key to project success but is changing with new technologies. The author then discusses their experience using social media for a case study project and conference. Specific benefits of social media are summarized for communication, scope, resources, and procurement. The author argues that social media allows for improved and constant communication across virtual teams.
This document describes a technique for rapid idea generation that involves both constraining and de-constraining the problem space. It recommends constraining factors like format, time, and tools initially to avoid unnecessary details. Then it suggests de-constraining by removing limitations on technologies, scope, and resources to break out of preconceptions. The technique involves brainstorming silly or absurd ideas individually or in groups within time limits to warm up creativity before tackling a more serious task, like designing solutions for future technologies.
Design thinking has gained attention as a way to solve innovation problems. It builds on concepts of designerly thinking and pragmatism. At its core, design thinking is a pragmatic approach to innovation that emphasizes uncertainty, contingency, and consequences of ideas. It should not be seen as a linear process but rather a way of looking at problems. Design thinking involves iterative phases of inspiration, ideation, and implementation to transform unstable situations through collective inquiry and rapid prototyping. While lacking academic rigor, design thinking's philosophical roots in pragmatism position it as a framework for embracing uncertainty in the creative process.
The 3 Dimensions of Design: A Model to scale the Human-Centered Problem-Solvi...Andrea Picchi
Abstract. Design is a human-centered, problem-solving, practice that happens inside three dimensions. These dimensions are defined by the thinking and doing activities, and the environment where these two events take place.
After an introduction (section 1 and 2) to the landscape that developed the main idea behind this essay, the paper illustrates (section 3 and 4) the connection between design and being human-centered, and presents a framework that supports the creation of a human-centered organization. Subsequently (section 5.1), the paper articulates the abilities demanded by the thinking and the doing activities and shows how to scale them across the workforce. Following (section 5.2) the paper introduces the characteristics that an environment must possess to engender and promote the thinking and doing activities proposing a real implementation that can be allocated to a multidisciplinary team.
The paper also compares (section 6) the proposed framework against three popular approaches used to bring a design function inside an organization analyzing their nature and limitations. In the final part (section 7), the paper articulates some conclusions pointing the direction for further elaborations.
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
This document provides information on the creative technique known as attribute listing. It begins with definitions of creativity and an introduction to attribute listing. Attribute listing involves breaking down a problem, product, or process into its individual attributes and components, and then brainstorming alternatives for each attribute. The document provides examples of how attribute listing has been used to solve problems in various fields such as engineering and marketing. It concludes by outlining best practices for using attribute listing, such as combining it with other creative techniques like brainstorming.
Packard Foundation OE Peer Learning GroupBeth Kanter
This document summarizes an orientation call for a peer learning group on measuring the networked nonprofit. The call covered introductions, an overview of the program which involves participants designing and implementing action learning projects to measure their social media strategies. A maturity assessment was also conducted to evaluate participants' current measurement practices. The group will have further conference calls over coming months to support each other's projects and learning.
Improvement opportunity in agile methodology and a survey on the adoption rat...Alexander Decker
This document discusses improvements to agile methodology based on a survey conducted with software professionals. It identifies some issues with existing agile methods and proposes changes to critical adoption factors like requirements changes, work environments, task lengths, and meeting frequency. A survey was conducted with 135 professionals at a UK software company to assess adoption rates of the improved versus current agile methods. The results showed higher adoption rates for the improved method except among managers and architects. The paper concludes that modifying agile methods based on developer satisfaction can increase adoption.
The abstract factory pattern provides an interface for creating families of related or dependent objects without specifying their concrete classes. It allows a system to be independent of how its objects are created, composed, and represented. The abstract factory pattern is a creational pattern that allows for multiple types of products to be created through a common interface.
This document discusses how gamification can be used for corporate education. It notes that most major brands already use gamification to educate staff and clients. Gamification applies game mechanics to non-game processes to motivate learning. The document outlines the types of game mechanics that can be used, such as narratives, objectives, competitions, rewards, and social sharing. It argues that gamification can increase engagement, motivation, and staff performance. The document proposes an online education platform that uses gamification techniques like badges and leaderboards to make learning fun and encourage completion of courses.
This document discusses managing diverse and geographically dispersed teams. It identifies some of the complexities in managing such teams, including predicting human behavior, cultural diversity, and integration issues. It recommends developing team discipline, using consistent processes and tools, insisting on face-to-face interactions, open communication, objective evaluation, and leveraging team power. Effective leadership, clear objectives, and positive team dynamics like establishing trust and providing recognition are also important. The document provides an example of how not managing a diverse team effectively can lead to conflicts and lack of focus. It concludes that diversity, if well-managed, can produce superior results.
Photography Solutions provides photography services. The company is owned by Mark Van Amburgh and is a division of Quad/Graphics, a large commercial printing company. Photography Solutions offers professional photography, imaging, and graphic design services.
The west end request for financing v3.0 12.08Tyler Elick
Request for financing package for The West End Project in Edwards, CO. *Facts and figures are outdated and no longer relevant to current market conditions.
Oakwood homes active adult community presentationTyler Elick
This document summarizes the marketing and development plans for a proposed active adult community called Nostalgic/Nautical. Key points include:
- The target market is baby boomers seeking amenities that promote socialization.
- The site is located near Denver International Airport and will feature amenities like a community center, fitness facilities, and trails.
- The development will include 814 homesites with a mix of lot sizes and detached homes priced between $285,000-$400,000.
- Financial projections estimate the development will see a 16-20% return on investment over its planned 8-10 year buildout.
RJ Hinkle provides photography solutions. The company offers services for capturing images and creating visual content. Photography Solutions helps businesses and organizations with their visual communication needs.
The quick reference guide provides instructions for operating various vehicle features in 3 sentences or less:
It introduces the main controls of the Audi A2 including locking and unlocking doors, operating the radio controlled remote, adjusting seats and belts, and using safety features for children. Instructions are also given for instruments and controls, lights, windows, mirrors, air vents, gears, and more. Safety is emphasized including wearing seatbelts and child seat guidelines.
Lief Hospitality - Brand Vision Book - March 2013Tyler Elick
This document proposes using art as the center of a brand initiative for a hotel. It discusses establishing an artist-in-residence program to facilitate art and allow artists to focus on their craft. The document also emphasizes the importance of people in bringing a brand to life and empowering employees and the community. It suggests curating the community and providing platforms for artistic expression and collaboration. Overall, the goal is to immerse guests in the local culture, lifestyle, food, art and more through strategic partnerships within the community.
Photography Solutions provides photography services. The company is owned and operated by Jude Goldman. Photography Solutions specializes in event photography, portraits, and product photography.
El documento presenta la primera sesión de los Consejos Técnicos Escolares de la fase intensiva. Su objetivo es que el colectivo docente se aproxime a la Propuesta Curricular para la Educación Obligatoria 2016 y reflexione sobre las fortalezas y retos de la escuela para lograr los rasgos del Perfil de Egreso propuesto. Se proyectará el video sobre el Modelo Educativo 2016 y se identificarán los documentos que componen la Propuesta Curricular recientemente presentada por la SEP.
This document summarizes an Indian student's presentation on endangered species in India. It discusses how 440 species in India are threatened according to the IUCN, including the Royal Bengal Tiger, Red Panda, tortoise, rhinoceros, and blue whale. The main causes of endangerment are habitat destruction, agriculture expansion, pollution, poaching, and climate change. The presentation encourages conservation efforts and notes that protecting animals also protects ecosystems and the future.
El documento presenta la primera sesión de los Consejos Técnicos Escolares con el objetivo de que los maestros se aproximen al conocimiento de la Propuesta Curricular para la Educación Obligatoria 2016 y reflexionen sobre las fortalezas y retos de su escuela para lograr los rasgos del Perfil de Egreso propuesto. Se proyecta un video sobre el Modelo Educativo 2016 y se identifican los tres documentos que componen la propuesta curricular recientemente presentada por la SEP: la Carta sobre los fines de la educación, el Modelo Educativo
Understanding Selenium/RC, Webdriver Architecture and developing the page obj...Atirek Gupta
A workshop on understanding how Selenium, Selenium/RC, Webdriver and browser works. Learning what is same origin policy with example. Hands on locating element using CSS and Xpath. Interacting with html with java script Finally developing a page object framework using java, webdriver from scratch.
Design thinking has gained attention as a way to solve innovation problems. It builds on concepts of designerly thinking and pragmatism. At its core, design thinking is a pragmatic approach to innovation that emphasizes uncertainty, contingency, and consequences of ideas. It should not be seen as a linear process but rather a way of looking at problems. Design thinking involves iterative phases of inspiration, ideation, and implementation to transform unstable situations through collective inquiry and rapid prototyping. While lacking academic rigor, design thinking's philosophical roots in pragmatism position it as a framework for embracing uncertainty in the creative process.
The 3 Dimensions of Design: A Model to scale the Human-Centered Problem-Solvi...Andrea Picchi
Abstract. Design is a human-centered, problem-solving, practice that happens inside three dimensions. These dimensions are defined by the thinking and doing activities, and the environment where these two events take place.
After an introduction (section 1 and 2) to the landscape that developed the main idea behind this essay, the paper illustrates (section 3 and 4) the connection between design and being human-centered, and presents a framework that supports the creation of a human-centered organization. Subsequently (section 5.1), the paper articulates the abilities demanded by the thinking and the doing activities and shows how to scale them across the workforce. Following (section 5.2) the paper introduces the characteristics that an environment must possess to engender and promote the thinking and doing activities proposing a real implementation that can be allocated to a multidisciplinary team.
The paper also compares (section 6) the proposed framework against three popular approaches used to bring a design function inside an organization analyzing their nature and limitations. In the final part (section 7), the paper articulates some conclusions pointing the direction for further elaborations.
How do you engage others when problem solving? Knowing how to facilitate a productive brainstorming session puts the power of collaborative thinking in your corner. Plus, it builds a stronger and more united team to meet future challenges head on, too. Learn how to unlock group creativity to start the ideas flowing in this article from the Peak Focus experts.
This document provides information on the creative technique known as attribute listing. It begins with definitions of creativity and an introduction to attribute listing. Attribute listing involves breaking down a problem, product, or process into its individual attributes and components, and then brainstorming alternatives for each attribute. The document provides examples of how attribute listing has been used to solve problems in various fields such as engineering and marketing. It concludes by outlining best practices for using attribute listing, such as combining it with other creative techniques like brainstorming.
Packard Foundation OE Peer Learning GroupBeth Kanter
This document summarizes an orientation call for a peer learning group on measuring the networked nonprofit. The call covered introductions, an overview of the program which involves participants designing and implementing action learning projects to measure their social media strategies. A maturity assessment was also conducted to evaluate participants' current measurement practices. The group will have further conference calls over coming months to support each other's projects and learning.
Improvement opportunity in agile methodology and a survey on the adoption rat...Alexander Decker
This document discusses improvements to agile methodology based on a survey conducted with software professionals. It identifies some issues with existing agile methods and proposes changes to critical adoption factors like requirements changes, work environments, task lengths, and meeting frequency. A survey was conducted with 135 professionals at a UK software company to assess adoption rates of the improved versus current agile methods. The results showed higher adoption rates for the improved method except among managers and architects. The paper concludes that modifying agile methods based on developer satisfaction can increase adoption.
The abstract factory pattern provides an interface for creating families of related or dependent objects without specifying their concrete classes. It allows a system to be independent of how its objects are created, composed, and represented. The abstract factory pattern is a creational pattern that allows for multiple types of products to be created through a common interface.
This document discusses how gamification can be used for corporate education. It notes that most major brands already use gamification to educate staff and clients. Gamification applies game mechanics to non-game processes to motivate learning. The document outlines the types of game mechanics that can be used, such as narratives, objectives, competitions, rewards, and social sharing. It argues that gamification can increase engagement, motivation, and staff performance. The document proposes an online education platform that uses gamification techniques like badges and leaderboards to make learning fun and encourage completion of courses.
This document discusses managing diverse and geographically dispersed teams. It identifies some of the complexities in managing such teams, including predicting human behavior, cultural diversity, and integration issues. It recommends developing team discipline, using consistent processes and tools, insisting on face-to-face interactions, open communication, objective evaluation, and leveraging team power. Effective leadership, clear objectives, and positive team dynamics like establishing trust and providing recognition are also important. The document provides an example of how not managing a diverse team effectively can lead to conflicts and lack of focus. It concludes that diversity, if well-managed, can produce superior results.
Photography Solutions provides photography services. The company is owned by Mark Van Amburgh and is a division of Quad/Graphics, a large commercial printing company. Photography Solutions offers professional photography, imaging, and graphic design services.
The west end request for financing v3.0 12.08Tyler Elick
Request for financing package for The West End Project in Edwards, CO. *Facts and figures are outdated and no longer relevant to current market conditions.
Oakwood homes active adult community presentationTyler Elick
This document summarizes the marketing and development plans for a proposed active adult community called Nostalgic/Nautical. Key points include:
- The target market is baby boomers seeking amenities that promote socialization.
- The site is located near Denver International Airport and will feature amenities like a community center, fitness facilities, and trails.
- The development will include 814 homesites with a mix of lot sizes and detached homes priced between $285,000-$400,000.
- Financial projections estimate the development will see a 16-20% return on investment over its planned 8-10 year buildout.
RJ Hinkle provides photography solutions. The company offers services for capturing images and creating visual content. Photography Solutions helps businesses and organizations with their visual communication needs.
The quick reference guide provides instructions for operating various vehicle features in 3 sentences or less:
It introduces the main controls of the Audi A2 including locking and unlocking doors, operating the radio controlled remote, adjusting seats and belts, and using safety features for children. Instructions are also given for instruments and controls, lights, windows, mirrors, air vents, gears, and more. Safety is emphasized including wearing seatbelts and child seat guidelines.
Lief Hospitality - Brand Vision Book - March 2013Tyler Elick
This document proposes using art as the center of a brand initiative for a hotel. It discusses establishing an artist-in-residence program to facilitate art and allow artists to focus on their craft. The document also emphasizes the importance of people in bringing a brand to life and empowering employees and the community. It suggests curating the community and providing platforms for artistic expression and collaboration. Overall, the goal is to immerse guests in the local culture, lifestyle, food, art and more through strategic partnerships within the community.
Photography Solutions provides photography services. The company is owned and operated by Jude Goldman. Photography Solutions specializes in event photography, portraits, and product photography.
El documento presenta la primera sesión de los Consejos Técnicos Escolares de la fase intensiva. Su objetivo es que el colectivo docente se aproxime a la Propuesta Curricular para la Educación Obligatoria 2016 y reflexione sobre las fortalezas y retos de la escuela para lograr los rasgos del Perfil de Egreso propuesto. Se proyectará el video sobre el Modelo Educativo 2016 y se identificarán los documentos que componen la Propuesta Curricular recientemente presentada por la SEP.
This document summarizes an Indian student's presentation on endangered species in India. It discusses how 440 species in India are threatened according to the IUCN, including the Royal Bengal Tiger, Red Panda, tortoise, rhinoceros, and blue whale. The main causes of endangerment are habitat destruction, agriculture expansion, pollution, poaching, and climate change. The presentation encourages conservation efforts and notes that protecting animals also protects ecosystems and the future.
El documento presenta la primera sesión de los Consejos Técnicos Escolares con el objetivo de que los maestros se aproximen al conocimiento de la Propuesta Curricular para la Educación Obligatoria 2016 y reflexionen sobre las fortalezas y retos de su escuela para lograr los rasgos del Perfil de Egreso propuesto. Se proyecta un video sobre el Modelo Educativo 2016 y se identifican los tres documentos que componen la propuesta curricular recientemente presentada por la SEP: la Carta sobre los fines de la educación, el Modelo Educativo
Understanding Selenium/RC, Webdriver Architecture and developing the page obj...Atirek Gupta
A workshop on understanding how Selenium, Selenium/RC, Webdriver and browser works. Learning what is same origin policy with example. Hands on locating element using CSS and Xpath. Interacting with html with java script Finally developing a page object framework using java, webdriver from scratch.
Developing High-Performing Teams_ A Design Thinking Led ApproachHeath Keighran
This document discusses using design thinking to develop high-performing teams. It involved four teams with seven total members who worked with two business designers. The teams engaged in co-design sessions using design thinking for creativity and innovation. A questionnaire and focus group assessed that members performed better and delivered higher outcomes in the new team structure developed through this process. Design thinking emphasizes empathy, collaboration, and iterative improvement to understand user needs and develop innovative solutions.
Gamify Your Team Design Thinking : Experimental Study on a Co-Evolution Theor...Junie Kwon
The document discusses an experimental study on applying gamification techniques to team design thinking processes. It describes using a game called "Manito" where participants secretly observed and designed for each other, sharing insights on social media. Workshops guided participants through design thinking stages of exploring problems and creating prototypes. A survey evaluated outputs on storytelling, sketches, ideas, and attractiveness. Statistical analysis found measures like pins, likes, followers and followings correlated to iterative participation, supporting gamification and social media as effective tools for collaborative design processes.
3 D Sculpting Prototypes for Credit Suisse AVP Goal & Rising Star ProgramKelly Fairbairn
This document provides information about prototyping and using 3-D sculpting to prototype organizational systems. It discusses:
1) Prototyping involves creating early versions of ideas to get feedback and refine concepts before implementing them fully. Prototypes allow ideas to be explored through doing.
2) 3-D sculpting can be used to prototype by creating a physical model of an organization using various materials. Participants discuss what elements are important to represent how the system works.
3) Reflecting on the sculpted model from different perspectives helps identify strengths, inefficiencies, and changes needed to improve the system's effectiveness and purpose. The model is iteratively adjusted to prototype alternatives.
ICIS Rating Scales for Collective IntelligenceIcis idea rating-v1.0-finalriedlc
The document presents research on rating scales for collective intelligence in innovation communities. It discusses how organizations face challenges in selecting the best ideas from large pools of information. The research aims to determine which rating mechanisms perform best for idea selection by examining the effects of rating scale granularity on rating accuracy and user satisfaction. An experiment compares a promote/demote scale, 5-star scale, and complex scale in their ability to correctly rate ideas. Results find the complex scale leads to higher rating accuracy and user satisfaction than simpler scales. The findings have implications for designing effective rating systems and extending theories of collective intelligence and creativity.
The Innovation Engine for Team Building – The EU Aristotele Approach From Ope...ARISTOTELE
ARISTOTELE approach has been presented at the Innovation Adoption Forum for Industry and Public Sector within the 6th IEEE International Conference on Digital Ecosystem Technologies (IEEE DEST - CEE 2012). The presentation about ARISTOTELE has been held by Paolo Ceravolo and Ernesto Damiani (University of Milan) during the keynote "The Innovation Engine for Team Building – The EU Aristotele Approach". Learn more on http://www.aristotele-ip.eu/
Teamwork involves groups of people working together towards a common goal. There are several types of teams including problem-solving teams, self-managed teams, cross-functional teams, and virtual teams. Teamwork provides benefits such as improved problem-solving abilities, healthy competition, relationship building, leveraging unique skills, and increased safety. Key factors that contribute to effective teams include the environmental context, team design, processes like development and roles, and achieving goals.
A design sprint is a five-phase framework that helps answer critical business questions through rapid prototyping and user testing. Sprints let your team reach clearly defined goals and deliverables and gain key learnings, quickly. The process helps spark innovation, encourage user-centered thinking, align your team under a shared vision, and get you to product launch faster.
This article talks about new methods of conducting efficient and productive meetings using the elements of Design thinking. It has been co- authored by Dr. Uday Salunkhe, Director of the prestigious Welingkar Institute of Management and Research.
In this paper, a conceptual framework is proposed, supported in
the literature review, derived by identifying the main concepts
related to crowdsourcing, as well as ways of improving group
participation. We also propose a software solution that may be
used to support the crowdsourcing process. This software solution is inspired by the conceptual framework.
Embed Design Thinking in Co-Design for Rapid Innovation of Design SolutionsHeath Keighran
This document summarizes a study that applied design thinking and co-design approaches to create a prototype system called Art Lab for an art community. Researchers conducted idea generation sessions to understand user needs and gather ideas. The most popular ideas were then selected and further developed in an "Idea Lab" through prototyping and user evaluations. The iterative process involved end users and resulted in agreed upon design solutions for Art Lab, including prototype screens for registration, user profiles, finding/booking events, and feedback. The study demonstrated how integrating users throughout ideation, prototyping and evaluation can produce effective human-centered design solutions.
The document provides guidance on facilitating online agile retrospectives. It discusses the roles of the facilitator as architect, pilot and guide. It emphasizes that online facilitation is not the same as in-person and suggests considering digital constraints and interactive approaches. The document then outlines the typical stages of a retrospective - set the stage, gather data, generate insights, decide what to do, and close out - and provides tips for each stage. It aims to help facilitators effectively lead remote retrospectives.
A Study On Sentiment Analysis Methods And ToolsJim Jimenez
The document summarizes sentiment analysis methods and tools. It discusses how sentiment analysis is used to analyze opinions expressed in text sources like blogs, reviews and social media to determine whether the sentiment is positive, negative or neutral. It describes the key steps in sentiment analysis as opinion retrieval from sources, opinion classification (identifying text as expressing positive or negative sentiment) and opinion summarization. It also outlines different techniques used for sentiment analysis including supervised machine learning algorithms and lexicon-based methods.
What type of team are you leading? Different types of teams require different type of responses. Team diagnostic is an essential task that every team leader should be periodically conducting.
The retrospective process is a key part of continuous improvement in agile projects. It consists of 5 steps - set the stage, gather data, generate insights, decide what to do, and close the retrospective. The goals of setting the stage are to create a comfortable atmosphere for reflection and focus the team on improvement. Retrospectives help teams apply lessons learned to current and future projects through frequent and deliberate improvement activities.
InstructionsPart 6 Team Development PlanFor the project selTatianaMajor22
Instructions
Part 6: Team Development Plan
For the project selected in Unit I, create a simple project team development plan. Your plan should follow the process for developing and managing a team, as referred to in Figures 6.1 and 6.2 in the textbook. Your plan should include an introduction and should answer the following questions:
1. What human resource tools will you draw upon in the overall development and management of the project team?
2. What approach will you take to kick off the project team?
3. What ground rules will you establish for team meetings and interaction?
4. What specific ways will you demonstrate emotional intelligence in the development of the project team?
5. What methods will you employ to resolve conflict throughout the stages of team development?
6. What will be the conflict sources within the team development process?
7. How will you set and measure goals and reward achievement?
Compile the team development plan that addresses the questions above. Feel free to use a table to summarize your policy and approach. (As one example, refer to Table 6.2 in the textbook).
Submit your team development plan in the form of a minimum two-page document. Adhere to APA Style when constructing this assignment, including in-text citations and references for all sources that are used. Please note that no abstract is needed.
.
Note: In Unit VIII of this course, you will include a summary of your team development plan as part of a PowerPoint presentation.
Figure 6
The scope of developing project human resources includes the following key activities:
•
Improving project team skills and competencies
By comparing the wanted (target) skills and competencies with current (baseline) skills and competencies
By offering training and development opportunities to fill the
skills and competencies gaps
•
Improving interaction among project team members
By creating a culture based on trust, respect, and collaboration
By offering team-building opportunities
•
Improving project team environment
By creating a
project environment that is conducive for diverse teams to work together amicably
•
Motivating project team members
By providing challenges and opportunities, providing coaching and feedback in a timely manner
By recognizing and rewarding the good behavior.
Timing
Started early in the project life cycle, the project team development process is performed throughout the project life cycle for ongoing improvements in the team performance and also for quicker onboarding of the new team members.
Mechanism
The following sections explain how to develop project human resources.
How to Develop Project Human Resources
The project human resource acquisition process contains the following key steps:
1. Review project staff assignments.
2. Review human resource management plan.
3. Determine resource availability.
4. Utilize project ...
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Gamification of collaborative idea generation and convergence
1. Gamification of Collaborative Idea
Generation and Convergence
Abstract
Collaborative brainstorming does not always result in
more ideas or higher quality ideas than working
individually. We designed a system with game elements
to incent participation in a collaborative creative idea
generation processes of brainstorming followed by a
convergence activity. We compared teams using the
system with and without game elements to investigate
the effect of the elements on collaborative work
activities. Preliminary results suggest that game
elements can help teams produce more ideas during
brainstorming and engage in more discussion during a
subsequent convergence activity, without negatively
affecting idea quality.
Author Keywords
Gamification; Brainstorming; Convergence;
Divergence; Collaboration
ACM Classification Keywords
H.5.3 [Information Interfaces and Presentation
(e.g.,HCI)]: Group and Organization Interfaces---
Computer-supported cooperative work;
Introduction
A common strategy for collaborative problem solving is
to brainstorm a number of ideas and then converge on
a subset through discussion, refinement and selection.
Permission to make digital or hard copies of part or all of
this work for personal or classroom use is granted without
fee provided that copies are not made or distributed for
profit or commercial advantage and that copies bear this
notice and the full citation on the first page. Copyrights for
third-party components of this work must be honored. For
all other uses, contact the Owner/Author.
Copyright is held by the owner/author(s).
CHI 2014, Apr 26 - May 01 2014, Toronto, ON, Canada
ACM 978-1-4503-2474-8/14/04.
http://dx.doi.org/10.1145/2559206.2581253
Ali Moradian
IBM
36 York Mills Road Suite 200,
Toronto, ON, Canada. M2P 2E9
moradian@ca.ibm.com
Maaz Nasir
University of Toronto
40 St. George Street, Toronto,
Ontario, Canada. M5S 2E4
maaz.nasir@mail.utoronto.ca
Kelly Lyons
University of Toronto
140 St. George Street, Toronto,
Ontario, Canada. M5S 3G6
kelly.lyons@utoronto.ca
Rock Leung
SAP
910 Mainland Street Vancouver,
British Columbia, Canada. V6B 1A9
rock.leung@sap.com
Susan Elliott Sim
Many Roads Studios,
Toronto, Ontario, Canada.
M4N 1S6
ses@drsusansim.org
Work-in-Progress CHI 2014, One of a CHInd, Toronto, ON, Canada
1459
2. Collaborative brainstorming involves generating new
ideas, typically without consideration of quality and
using divergent group thinking [10] . In contrast,
judgment, critique, and selection of ideas from a list
generated by brainstorming requires convergent group
thinking and is often accomplished by refining,
combining, and/or selecting ideas [10]. Past research
has found that brainstorming in groups does not always
produce more ideas or higher quality ideas than
working individually [10]. Phenomena such as free
riding have been identified as barriers to group idea
generation. Computer-based group systems have been
designed to help by enabling anonymity in idea
generation and displaying ideas as they are entered in
real time [10]. However, the impact of computer-based
systems is not uniformly positive [2].
We are interested in how game elements can help
support collaborative brainstorming and convergence.
Gamification is an approach to enhancing existing
systems by adding game-related elements such as
goals, feedback, achievements, and rankings, for the
purpose of steering users towards sought-after
behaviors [8]. The use of these elements leverage
research in goal setting and social psychology [7],[9].
Gamified systems need not look like traditional
computer games [4]. In fact, the progress bar in
LinkedIn’s profile, goal setting and progress tracking in
a gym, and creating competition among customers in
Foursquare are examples given of gamification [4].
We created a system to support collaborative
brainstorming and convergence in order to evaluate the
effects of added game elements. Preliminary results
suggest that game elements can have a positive impact
by increasing the quantity of ideas produced in
collaborative brainstorming and may increase the
amount of discussion during the convergence activity.
A Brainstorming and Convergence System
We designed a system to support the collaborative
brainstorming and convergence processes depicted in
Figure 1. The system enables small teams (5 or fewer)
working on a pre-defined problem to quickly produce a
set of ideas [1]. The system was designed to work
either with collocated individuals or individuals working
over distance. We developed our system on the public
development version of SAP’s StreamWork [5], using
OpenSocial API.
During the brainstorming activity, participants generate
ideas anonymously and synchronously in parallel.
Submitted ideas are displayed immediately to peers.
Our implementation of the convergence activity was
modeled after the FastFocus ThinkLet [1]. In this
activity, each team member receives a Segmented List
of Ideas and is asked to select one idea. After all team
members have done this, they must perform
Clarification and Reduction by discussing each of the
selected ideas in turn by posting comments, during
which the team must agree on a final phrasing of the
idea and decide whether to add it to the Final List of
Ideas. After each selected idea has been discussed, the
process iterates over receiving another Segmented List
of Ideas, followed by Clarification and Reduction.
Figures 2 and 3 show the user interface (UI) for the
baseline version of the brainstorming and convergence
tools respectively. In the gamified version, the game
elements shown in Figures 4-8 were added to a panel
on the right side of the UI. These game elements have
been used in past systems to increase motivation and
engagement in performing a task [4], [6], [8]. Other
Figure 1: Brainstorming and
Convergence system overview.
Work-in-Progress CHI 2014, One of a CHInd, Toronto, ON, Canada
1460
3. than that everything else was the same between two
conditions (e.g. task description and questions).
Goal Setting
Giving specific high-challenge goals, compared to
simply letting people do their best, has been found to
lead to better performance [6], [9]. We selected goals
that encourage collaboration, are relatively difficult,
specific to the task, and can be achieved in a short
amount of time. For the brainstorming activity, each
team using the gamified version was given the ultimate
goal to generate 20 ideas but was presented with a
number of intermediate goals (10 ideas, 5 more, 3
more, 2 more, and bonus ideas; see Fig. 4). For the
convergence activity, gamification condition teams were
given four intermediate goals: generate five ideas in
the final list; all members in a team participate in the
discussion; complete the first round of discussion;
complete three rounds of discussion (see Fig. 6).
Progress Bar
Feedback that indicates progress towards a goal can
increase the usefulness of goals [9]. For the
brainstorming activity, we added a progress bar to
indicate the team’s progress toward each goal. We used
a power function (rather than a linear one) to indicate
faster progress as participants approach the final goal
[3]. For example, when teams generated 6 ideas
towards a goal of 10, the progress shown is 37.45%
(instead of 60%) but for 9/10, the progress 81% (see
Fig. 5). This characteristic was expected to provide
encouragement during brainstorming because idea
generation increases in difficulty over time [2].
Achievement Points and Leader Board
Awarding points is a common approach for providing
feedback and rewarding people for achieving task-
related goals [6], [9]. For the brainstorming activity,
we designed a leader board that displays the number of
ideas that each participant in the team has contributed
so far, thereby enabling participants to evaluate their
performance and compare it with others [7].
For the convergence activity, we created a scoring
system that awards points for both individual
achievements (e.g., selecting an idea for discussion,
participating in the discussion) and team achievements
(e.g., all participants in the team finish a round of
discussion). Participants can evaluate their relative
performance by reviewing the point history (see Fig. 8).
Method
In our study, teams of three collocated individuals
worked on the same collaborative problem-solving task
(brainstorming followed by convergence) using either
the baseline or gamified version of the system. The
teams were assigned randomly to condition-specific
rooms, thereby blinding them to the treatment.
We investigated two research questions: “How does
gamification affect productivity?” and “How does
gamification affect the quality of ideas produced?” To
answer the first question, we looked at the number of
ideas generated by each team during brainstorming,
and the number of ideas discussed, as well as the
number of discussion comments for each idea made by
each team during convergence. To answer the second
one, we examined the quality of ideas generated during
brainstorming and the quality of ideas selected during
convergence. We also conducted a post-activity survey
on participants’ experience.
Participants
The participants in the study were students in a
graduate-level project management course in an
Figure 2: The user interface for
the brainstorming activity
Figure 3: The user interface for
the convergence activity
Work-in-Progress CHI 2014, One of a CHInd, Toronto, ON, Canada
1461
4. iSchool. The students had not worked together before
but were assigned to a team for the duration of the
term. Seven teams of three students each (total 21)
participated in the study: four teams used the baseline
system and three used the gamified version.
Procedure
Each student sat at a single computer. The participants
in each team sat near each other but were instructed to
only communicate using the system and not verbally.
All teams were asked to brainstorm on the topic:
“Given the iSchool mission and goals, identify project
ideas that you think will help iSchool achieve their
mission and goals.” Participants were provided a paper
copy of the mission and goals. For brainstorming,
participants were told: “You should think about project
ideas to support the iSchool mission and goals, as well
as focus on the quantity and variety of ideas. You will
have time to refine and reject ideas later. At this stage
all ideas are valuable.” For the convergence activity,
they were told: “You will go through several rounds of
reviewing and refining your brainstormed project ideas
through group discussions. The ultimate goal is to
select and agree on a final list of project ideas.”
All teams were given 75 minutes to complete in the
task. They were told to spend roughly 20 minutes in
the brainstorming activity and the rest of the time in
the convergence activity, but were able to decide as a
group when to switch to the convergence activity.
Data Analysis
We analyzed the data at the team level, which we
present below. In this study, individuals from different
teams did not interact with each other and since the
conditions were fixed, observations between teams are
independent. We used a one-way ANOVA to test the
differences in means and below we report mean (M),
standard deviation (SD) and F ratio.
We analyzed the quality of the brainstormed ideas and
final selected ideas by having one of the co-authors
rate all ideas on a scale from 0 (lowest) to 4 (highest).
The reliability of the rating scheme was validated by
having another co-author rate a random subset of the
data (~25% of ideas), both raters were blind to the
condition; substantial agreement was found (a linearly
weighted Kappa co-efficient = 0.63).
Results
Brainstorming
Although teams in the gamification and baseline
conditions spent similar amounts of time on the
brainstorming activity (M=16 min, SD=6.3 vs. M=15
min, SD=3.5, respectively), teams in the gamification
condition generated significantly more ideas than those
in the baseline condition (F1,5=7.1, p<.05). The
gamification condition teams produced on average 21.3
ideas per team (SD=4.0), while baseline condition
teams produced 13.8 ideas per team (SD=3.5). In fact,
two teams in the gamification condition exceeded the
goal of 20 ideas and none in the baseline condition did.
Teams from both conditions produced a similar number
of good ideas (rated 3 or 4 out of 4) (Gamification:
M=11.7, SD=5.5, 55% of all ideas; Baseline: M=9.0,
SD=3.4; 65% of all ideas).
Convergence
Teams in the gamification condition spent more time on
the convergence activity than those in the baseline
condition (M=50 min, SD=3.6 vs. M=38 min, SD=11.5,
respectively). Gamification condition teams on average
also engaged in more discussion than those in the
baseline condition in terms of average number of
Figure 4: Brainstorming tool
achievement list.
Figure 5: Brainstorming tool
progress bar.
Figure 6: Convergence tool
achievement list.
Figure 7: Convergence tool
leader board.
Figure 8: Convergence tool
history of the points.
Work-in-Progress CHI 2014, One of a CHInd, Toronto, ON, Canada
1462
5. comments per idea (M=23.11, SD=7.9 vs. M=13.4,
SD=6.9, respectively), but this difference was not
statistically significant (F1,5 = 2.9, ns). Despite these
differences, teams in the gamification and baseline
conditions discussed a similar number of ideas (M=6.7,
SD=1.1vs. M=6, SD=2.9, respectively; F1,5=0.13, ns).
The gamification condition teams, compared to those in
the baseline condition, selected on average more ideas
(M=5.3, SD=1.2 vs. M=4.0, SD=1.8, respectively) and
produced more good ideas in the final list (M=4.0,
SD=2.0 vs. M=2.8, SD=1.7, respectively), but this
difference was not significant (F1,5=0.11, ns).
Participants’ experience
Comments from the post-activity survey suggest that
the added game elements may have positively affected
participants’ perceptions of the brainstorming and
convergence activities. Four people in the gamified
condition chose to answer the open-ended question and
all commented positively: “Loved this program … Really
useful for brainstorming, which I'm usually really bad
at.”; “This is an excellent tool!”; “I really like this online
system. Makes it much easier for me, as a person
traditionally more quiet and observant than outgoing in
group work, to toss ideas out with the buffer of internet
anonymity!”; and “This is a really great system. I feel
that I am usually a wallflower in group discussions. I
tend to be better at adding to ideas and I need more
time, however, the buffer with this system made it
really inviting to be in the group discussion, To be
honest, I was dreading doing this assignment, but it
was great!”.
Three people in the baseline condition answered the
open-ended question, only one making a similar
positive comment, “I thought the tool was extremely
useful for organizations who have project members
distributed over a large geographic area. I did miss the
creativity that can result from verbal/face-to-face
interaction but in situations where this is not possible I
think this tool is an extremely valuable resource…” The
other two comments were less positive, for example:
“The only problem I had with the activity had to do with
the initial brainstorming process. I feel more
comfortable coming up with ideas if there is a dialogue
exchange -- as there was for the other stages of the
activity. I find it more difficult to come up with ideas if I
don't have the ability to discuss my ideas and receive
feedback, suggestions and other from other group
members. I find that good ideas come out of dialogue.”
Discussion and Future Work
In summary, we found that our added game elements
increased idea generation in the brainstorming activity
and may also have increased the amount of discussion
and number of ideas selected during the convergence
activity, though the increases were not statistically
significant.
Comments from the gamification condition teams offer
some evidence that the added game elements helped
them participate in the activity. While participants did
not comment directly on their experience with the
game elements, they also did not state that any
elements made it more difficult to participate (e.g.,
competitive pressure), which was a possibility. We also
noted a common theme in all comments was that
participants did not think they would do well in the
activity. However, participants in the gamification
condition teams found their version of the system to be
“really useful”, “much easier for me”, and “really
inviting.” Perhaps the extra guidance from the game
Figure 9: Quality of ideas produced
during brainstorming by each team.
Good ideas (scores 3 or better) are
shaded dark.
Figure 10: Quality of ideas produced
after the convergence activity by
each team. Good ideas (scores 3 or
better) are shaded dark.
Work-in-Progress CHI 2014, One of a CHInd, Toronto, ON, Canada
1463
6. elements made it easier to participate. Better
understanding of why game elements helped support
the collaborative activity warrants further investigation.
In general, our work suggests there may be
opportunities for using game elements to support
brainstorming and convergence activities, and further
investigation is needed. First, we plan to run our study
with more teams to increase the statistical power of our
study and confirm if trends observed in our results are
significant. Further studies should also look at the effect
of our added game elements to smaller or larger teams
as the effort involved in collaborative brainstorming and
convergence may change with different team sizes. In
addition, the participants in our study were graduate
students who had not previously worked together. It
would be interesting to repeat the experiment in a
professional work setting with individuals who work
together on a regular basis. Finally, we only looked at
the combined effect of several gamification elements,
and more work is needed to understand the effect of
individual game elements on creative idea generation
processes. Specific elements may have a greater
influence than others over the outcome of the activity.
It may be also possible to fine-tune the design of each
game element for effectiveness in particular situations.
Acknowledgements
We thank anonymous reviewers for feedback, Dr. F.
Camacho (Damos) for help with statistical analysis, and
Dr. S. Szigeti for help with data collection. This work
was supported by an NSERC CRD Grant with SAP
Canada.
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