This document discusses innovations in teamwork and training for team innovation. It begins by describing traditional teams and their characteristics, such as shared goals and roles. It then discusses factors that influence teams like organizational culture and individual traits. The document also covers different types of teams including virtual teams, process networks, and open teams. It notes challenges that these new team structures present and how they can be managed, such as through leadership, trust-building, and coordination. Finally, it discusses how to train teams for innovation, including managing the innovation process and using techniques like performance metrics and team-building.
The real question here is “how” - how does an enterprise truly change its culture to embrace collaboration? This paper is the second in a series of publications that explore the insights gathered from the SMART Technologies Collaboration Council. Here we summarize the Council’s views on the criticality and steps towards of establishing a collaborative culture. White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Making The Connection Workshop Presentation 11 28 2007guest7fa781
The role of social networking and cluster analysis in the nonprofit sector and how foundations can use this information to improve the effectiveness of their grantmaking.
The real question here is “how” - how does an enterprise truly change its culture to embrace collaboration? This paper is the second in a series of publications that explore the insights gathered from the SMART Technologies Collaboration Council. Here we summarize the Council’s views on the criticality and steps towards of establishing a collaborative culture. White paper by Bill Haskins, Senior Analyst at Wainhouse Research.
Describes the relationship between Human Performance Technology (HPT) and Knowledge Management (KM) and proposes a framework for successful KM/CoP implementation
Making The Connection Workshop Presentation 11 28 2007guest7fa781
The role of social networking and cluster analysis in the nonprofit sector and how foundations can use this information to improve the effectiveness of their grantmaking.
A virtual organization is an organization involving detached and disseminated entities (from employees to entire enterprises) and requiring information technology to support their work and communication.
Building an Enterprise Class Sharepoint TeamColumbus Brown
Job descriptions for SharePoint administrators are often filled with expectations that are rarely achieved by one individual with superhuman powers. With the rapid growth and adoption, trying to build a team of qualified individuals to support your SharePoint deployment becomes a very difficult task.
In this session you will learn about the roles and skills needed on a team to support the business and technical side of a SharePoint deployment. We will also discuss the risks of not having certain roles for a given size deployment. Finally, you will be given some practical ways to communicate your resource needs to your leadership and HR department.
Intergenerational Knowledge Transfer Succession Planningbeyondrewards
Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
This presentation was given to MBA Alumni of the Berkeley-Haas School of Business on April 30, 2011. The presenters were Dr. Nora Silver, Director and Adjunct Professor of the Center for Nonprofit and Public Leadership, and Paul Jansen, Director Emeritus of the Social Sector Practice of McKinsey and Co. For more information: http://nonprofit.haas.berkeley.edu
A virtual organization is an organization involving detached and disseminated entities (from employees to entire enterprises) and requiring information technology to support their work and communication.
Building an Enterprise Class Sharepoint TeamColumbus Brown
Job descriptions for SharePoint administrators are often filled with expectations that are rarely achieved by one individual with superhuman powers. With the rapid growth and adoption, trying to build a team of qualified individuals to support your SharePoint deployment becomes a very difficult task.
In this session you will learn about the roles and skills needed on a team to support the business and technical side of a SharePoint deployment. We will also discuss the risks of not having certain roles for a given size deployment. Finally, you will be given some practical ways to communicate your resource needs to your leadership and HR department.
Intergenerational Knowledge Transfer Succession Planningbeyondrewards
Over the past 5 years we have heard predictions of an impending worker shortage due to the retirement of the baby boomers. Predictions are that the retirement of baby boomers will create a drain in knowledge, experience and leadership in our workforce. With the recent downturn in the economy, most organizations did not focus on this trend. However, now that we appear to be in an economic recovery the discussion is back on the table with greater intensity. But did anyone actually speak to the boomers or is this just a prediction?
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
This presentation was given to MBA Alumni of the Berkeley-Haas School of Business on April 30, 2011. The presenters were Dr. Nora Silver, Director and Adjunct Professor of the Center for Nonprofit and Public Leadership, and Paul Jansen, Director Emeritus of the Social Sector Practice of McKinsey and Co. For more information: http://nonprofit.haas.berkeley.edu
Distributed companies and organizations are getting more visibility nowadays, but how does it work in practice, day to day, to design while being remote? And what are the differences with intensive design sessions in the same space, with limited time? Which one is better?
In this talk you are going to see two examples of teamwork at two extremes of space and time. On one side you will learn how the fully distributed company Automattic, works to build WordPress.com. This collaboration was organized through the lenses of Hyperion, one of the product teams. On the other side, you will discover the story of UX for Good, a non-profit social project. It brought together 10 top designers from across the globe to a 6 days full immersion.
Talk done for the first time at UX Lausanne.
For more insights:
https://developer.wordpress.com/calypso/
http://www.uxforgood.com/
Team Building PowerPoint Slides include topics such as: why teams work, building a team, reasons to create teams, structuring your team, developing effective teams, five intrinsic elements of teams, four stages of team development, team behaviors, team roles, 18 group building behaviors, overcoming common obstacles, responsibilities for team leadership, evaluating team performance, viewing the top teams, how to's and more. Slides can easily be tailored to your specific needs (make handouts, create overheads and use them with an LCD projector) and are available for license. 100+ PowerPoint presentation content slides. Each slide includes slide transitions, clipart and animation. System & Software Requirements: IBM or MAC and PowerPoint 97 or higher. Royalty Free - Use Them Over and Over Again. Once purchased, download instructions will be sent to you via email. (PC and MAC Compatible).
The Top Skills That Can Get You Hired in 2017LinkedIn
We analyzed all the recruiting activity on LinkedIn this year and identified the Top Skills employers seek. Starting Oct 24, learn these skills and much more for free during the Week of Learning.
#AlwaysBeLearning https://learning.linkedin.com/week-of-learning
How Content Strategy Drives the High Impact Learning OrganizationXyleme
According to research by Bersin, profits from High Impact Learning Organizations (HILO) grew three times faster than other organizations studied. So, what makes some Learning & Development organizations better than others? One core capability is Learning Content Strategy.
In this webinar, David Mallon, VP of Research at Bersin by Deloitte, will dive into the evolving nature of learning content and share findings from Bersin’s recent High Impact Learning Organization report. Joining David will be Michael Miller, Process and Standards Supervisor at Caterpillar, Inc. Together they will discuss how eLearning has become a small part of the larger pie that now includes the delivery of contextual-based content at the right time and in the right format to drive performance outcomes. Key takeaways for Senior Learning & Talent executives will include the methodologies used by HILOs to build a sustainable content strategy that helps companies solve business and operational problems.
Slides used in the WEBINAR - Data-driven Organizational Design to improve efficiency and productivity an AI powered technique held on Friday 14th January, 2022
Train to Retain - Creating an impactful employee experience.pptxDavid Leaser
This presentation was delivered in October 2023 at the Adobe Learning Summit.
A study by Glassdoor found that 54% of employees are considering leaving their current jobs, and more than half cite lack of training and career growth opportunities as the reason. In today's culture and competitive job market, retaining top talent has become a critical challenge. According to the Aberdeen Group, companies that invest in employee training see a 21% increase in employee retention. The key to building an engaged and high-performing workforce lies in creating an impactful employee experience. In this session, you will learn the crucial role Learning & Development plays in fostering employee retention, loyalty, productivity and engagement. You will learn how to create a program which excites your employees and leads to a more efficient and productive workforce, ultimately driving business success.
By the end of this presentation, you will understand:
• The benefits of training for retention, loyalty, productivity and engagement
• The different types of training and coaching you should offer during each stage of the employee lifecycle
• What is “quiet hiring” and why this is essential to your strategy
• How to design and deliver a training program that aligns to C-Suite needs
• How to incorporate emerging tools and technologies into your training process
Defining Your Social Learning Strategy Mike Merriman
Defining Your Social Learning Strategy
One of the most efficient—and effective—ways to amplify and extend the value of your learning programs is to empower people to interact and share knowledge of their own, in addition to participating in formal learning programs. In fact, a social learning strategy is essential to bringing the power of learning to the forefront of your organization, and ultimately, maximizing the business impact of your overall enterprise learning initiatives.
Join Mike Merriman, Director of Strategic Services at Mzinga, for this session as he explains how you can quickly begin to put social learning to use—on its own, as well as blended with established formal programs—for not only your employees, but your customers, prospects and partners as well. This interactive sessions will include use cases that you can adopt for your own purposes, best practices, and real-world examples.
Mike Merriman
mmerriman@mzinga.com
Follow me @mmerriman
http://www.mzinga.com/company/executives.asp?pagen=46
Presentation to Enterprise Collaboration Techfest (March 2016) on the need for Intranets and ESNs to deliver consumer-quality user experiences in order to drive business value.
If you are having trouble getting executive support, measuring the business impact or identifying how Yammer could be useful to your organization – your search is over! This is the session for you! In this session we will cover:
•Identifying a Business Case for Enterprise Social
•Where to Begin
•What Can I Do With Communities
•Example Use Cases for Yammer
•Measuring Value
•Measuring Maturity
Meeting hosted by Leadership Learning Community and Monitor Institute. More info here:
http://www.leadershipforanewera.org/page/Leadership+and+Neworks+Bay+Area+Circle+January+31%2C+2011
Poster on Emotional Intelligence and Big Data. While those might sound quite different, my talk provided insight on how to add the EQ to the BD to make it work. And to avoid the visceral fear we get from Big Brother, corporate spying, and health care reveals.
How to achieve privacy AND security. Why force us to pick one?Marc Resnick
This is the visual that accompanied a talk I gave at a symposium on Ethics and Technology. It may not be 100% clear without the 30 minute talk that went with it, but hopefully it will add some value for you.
This is a presentation given at Refresh Miami in January 2009. It describes how to design large information spaces like extensive blogs, news archives, product inventories and others so that they are useful and effective.
Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
Objective:
Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
Exploiting Artificial Intelligence for Empowering Researchers and Faculty, In...Dr. Vinod Kumar Kanvaria
Exploiting Artificial Intelligence for Empowering Researchers and Faculty,
International FDP on Fundamentals of Research in Social Sciences
at Integral University, Lucknow, 06.06.2024
By Dr. Vinod Kumar Kanvaria
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
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Embracing GenAI - A Strategic ImperativePeter Windle
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This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
How libraries can support authors with open access requirements for UKRI fund...
Innovations in training
1. Innovations in Teamwork and
Training for Team Innovation
Marc L. Resnick, Ph.D.
Human Factors and Information Design
Bentley University
mresnick@bentley.edu
@PerformSol
humanfactors.blogspot.com
2. Two Ways to View This Topic
Innovations in
Teamwork
Training for Team
Innovation
3. What is a Traditional Team?
Two or more people who:
have a common and valued goal
have specific roles or functions to perform
interact dynamically, interdependently, and adaptively
4. Organizational Characteristics
• reward systems
• management control
• resource scarcity
• organizational climate
Individual Characteristics
• situation schema
• task KSAs
• general abilities
• motivation
• attitudes
• personality
Work Structure
• work assignment
• team norms
• communication
• structure
Team Processes
• coordination
• communication
• conflict resolution
• decision making
• problem solving
• boundary spanning
• internal reward
system
Team Changes
• new norms
• new roles
• new communication
patterns
• new processes
Team Characteristics
• shared mental models
• power distribution
• member homogeneity
• team resources
• team climate
• cohesiveness
Task Characteristics
• task type
• task organization
• task complexity
Team Interventions
• individual training
• team training
• team building
Team Outcomes
• quality
• quantity
• time
• errors
• costs
Individual Changes
• situation schema
• task KSAs
• attitudes
• motivation
Input OutputThroughput
Feedback
Situational Characteristics
• levels of stress
• intergroup relations
• competition
• environment uncertainty
External
5. External Factors
Organizational Characteristics
Organizational Climate
Team Reward Systems
Team Autonomy
Team Resources
Situational Characteristics
Organizational Strength
Local Project Conflicts
External Competition
6. Individual Characteristics
Situation Schema
KSAs
Motivation
Attitudes
Personality
Team Characteristics
Shared Mental Models
Power Distribution
Roles and Responsibilities
Resources
Climate
Cohesiveness
Task Characteristics
Task Type
Organization
Complexity
Team Interventions
Individual Training
Team Training
Team Building
Team Input
7. Team Throughput
Team Processes
Coordination
Communication
Conflict Resolution
Decision Making
Problem Solving
Boundary Spanning Practices
Internal Reward System
Work Structure
Work Assignment
Team Norms
Communication Protocols
Task Structure
8. Team Output
Team Outcomes
Quality
Quantity
Errors
Cost
Individual Changes
Situation Schema
Task KSA
Motivation and Attitude
Team Changes
New Norms
New Roles
Communication Protocols
New Processes
Feedback
10. What is a Virtual Team?
A team that
operates across space, time, and organizational boundaries
uses technology to mediate communication and collaboration
11. Typical Global Virtual Team
Culture A Culture B
Home Organization
Home Organization
Satellite Office
Supply Chain
Partner Z
Supply Chain
Partner Y
Location 2
Location 1
Supply Chain
Partner Z
Location 3
Location 4
Location 5
7 Time Zones
12. Why are Virtual Teams Important?
Virtual teams are becoming more prevalent
52% of companies use virtual teams in some or all engineering
projects
93% of companies expect virtual teams to become a standard
practice or increase significantly within five years
Virtual teams are more likely to be globally distributed and
culturally diverse
Support technologies are improving, but still do not reproduce
many aspects of co-location
13. Challenges of Virtual Teams
Logistics
There is less opportunity for synchronous communication and
collaboration
There is less opportunity for team building and joint training
Technology-mediated communication increases the workload for
managing and tracking activities
Reduced interactions decreases understanding of common
objectives and goals
Reduced interaction between team leader and members decreases
the quality of feedback and expectations
14. Challenges of Virtual Teams
Team Management
Need for greater team autonomy increases the need for
effective team leadership
Need for greater team member autonomy increases the
need for members’ ability to self-manage
Team and team member autonomy increases the need for
and use of distributed leadership
Formality of technology-mediated communication increases
the difficulty of conflict resolution and need for formal
resolution processes
Team deliberations are degraded because of increased
likelihood of cascades and dominance by extroverted
members
15. Challenges of Virtual Teams
Technology-Mediated Communication and Collaboration:
Reduced social presence
Limited bandwidth
Degraded visibility of context
Reduced frequency of interaction
Increased formality
16. Challenges of Virtual Teams
Team Culture
Initial trust is reduced by:
Reduced group identity
Reduced cultural similarity
Ongoing trust is reduced by
Reduced past collaboration
Degraded interaction and collaboration richness
Mutual support is reduced by:
Reduced group identity
Reduced frequency of interaction
More competing projects
Social connection is reduced by
Reduced opportunity for informal interaction
Reduced cultural similarity
17. Virtual Team Conflicts
Team Diversity
Functional Diversity
Cultural Diversity
Conflict Type
Task Conflict
Relationship Conflict
Tech-Mediated
Communication
Logistics
Challenges
Conflict Resolution
Consensus
Top Down
Avoidance
Conflict Attribution
Situational
Category
Personal
Task Interdependence
Task Routineness
Team Performance
20. Why are Process Networks Important
Networks leverage scale, economics, capabilities, learning, and
insight.
Networks optimize the balance of resources, capabilities, and
speed to achieve flexibility, scalability, and innovation
Information and Communication Technology to support process
networks requires big data, analytics, and cloud services.
21. Managing Process Networks
But: Managing complex interactions among inter-organizational
teams is a fundamentally different process than managing
traditional teams.
Trusted and secure databases, data policies, and data transfer
Performance metrics, standards, and incentives aligned with the
network strategy and customer expectations
Clear process for recruiting and expelling partners and providers
based on performance, process, and innovation
29. Managing Innovation Teams
Innovation Process Funnel
VOC
Generation
Development
Filtration
Adaptation
Team Organization
Recruitment
Process
Handoff
DFM
30. Management Techniques for
Innovation Teams
Innovation performance management systems
Innovation social graph flow
Innovation team building and strong ties
Innovation creativity and problem solving
But unfortunately, we tend to stay in our comfort zones. Let me remind you of the old story of of the police officer on patrol at night who came across a drunk staggering around under a lamp post and asked, “Excuse me sir but what are you doing?”. The drunk said, “I’m looking for my keys,” and the officer responded, “but you keep going round and round in circles underneath that lamp post, which don’t you look somewhere else?” The drunk replied, “Because it’s dark and I can’t see anywhere else!”Well, we all tend to do this when we’re trying to be innovative. We are prone to sticking to what we know and that probably means we’re missing opportunities, which is why open innovation is so important. Open innovation means bringing in people who can see areas that are dark to you reducing risks of missed opportunities. And that’s one of the things that we try to do for our customers these days.