Design Thinking and Innovation Course - Day 2 - Teams and Innovation

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
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

WARM-U
PImage Source: Wikimedia

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

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

INTRODUCTION
TO TEAMS
1#

Speed-Dating
- Best experience of teamwork
- Worst experience of teamwork
- 2x1 minutes per conversation

What is teamwork?

“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

Commitment & Common Purpose
#1 INTRODUCTION TO TEAMS
Source:Dilbert.com (Scott Adams Inc, 2003)

P
Commitment & Common Purpose
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

Accountability

▪ 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
Image source: Wikimedia

References on teams and innovation
Tidd & Bessant (2013) Managing Innovation
Stamm (2008) Managing Innovation, Design and Creativity
Katzenback & Smith (1993) The discipline of teams
Image source: Wikipedia

BREAK
3x Tell me about your dream day?
15

BUILDING
GREAT
TEAMS
2#

Exercise
BUILDING GREAT TEAMS
Count how many things you
have in common!
Image source: Flickr Ralph Aichinger

Exercise
Count how many things that
differ between you!
Image source: Flickr Ralph Aichinger

Diversity
Image source: Flickr Rayela Art

“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

Different aspects of diversity in
innovation
Acquired diversity
▪ Education
▪ Experience
Inherent diversity:
▪ gender
▪ ethnicity
▪ sexual orientation
▪
Personality diversity
▪ introvert/extrovert
▪ exploring/executing
▪ task/people orientation

T-shaped people
Wide breadth of knowledge across discipline
Deepknowledgeinone/twospecificareas

T-shaped people

Innovation Profile Tag
1
2
3
Image source: Flickr, Incase

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)!

Collaborator
Team over the individual
Multidisciplinary teams
More of a coach than a boss
Organizer
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!

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

Innovation Profile Tag : Field 1
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

Discovery vs. Delivery driven
Source: Dyer, Gregersen, Christiansson (2008) The Innovator’s DNA

Discovery vs. Delivery driven
Source: Dyer, Gregersen, Christiansson (2008) The Innovator’s DNA
Divergent
C
onvergent

Innovation Profile Tag : Field 2
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

DiSC Model
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

Design Thinking Process
#4 PROJECT 1, The Wallet Exercise
34
Source: Stanford University, d.school

DiSC Model & DesignThinking
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

DiSC Model : Field 3
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

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

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

BREAK
39

MANAGING
CONFLICTS
IN TEAMS
Pamela Nowel
3#

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

Diversity
Image source: Flickr Rayela Art

T-shaped people
Wide breadth of knowledge across discipline
Deepknowledgeinone/twospecificareas

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?

Types of Conflict
Cognitive Conflict (task-related)
Disagreement on content of a task being performed
Example: Logo design
Image from factrange.com

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.

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

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

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.
Image source: pixabay

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

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

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.

“We were sufficiently similar to understand each other
easily and sufficiently different to surprise each other”
Kahneman (2011)

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

BREAK
55

YOUR TEAM’s PITCH
FOR PROJECT II
4#

The master
student thesis
experience
Project 2
How to improve the:
Image source: pixabay

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

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

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

“Embrace Diversity”
IDEO, Stanford d.school

Design Thinking and Innovation Course - Day 2 - Teams and Innovation

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