The Art of Innovation: Lessons in Creativity from IDEO ...
Teamwork and Innovation: An Example from IDEO Karl A. Smith Engineering Education Purdue University Civil Engineering - University of Minnesota [email protected] http://www.ce.umn.edu/~smith STEP Project Workshop Louisiana State University College of Engineering May 2007
The innovation journey is a nonlinear cycle of divergent and convergent activities that may repeat over time and at different organizational levels if resources are obtained to renew the cycle, p. 16. 5 IDEO Deep Dive Video ABC News Nightline - 7/13/99
Available From ABC News Store www.abcnews.com Kelley, Tom and Littman, Jonathan (2001) The art of innovation: Lessons in creativity from IDEO, America=s leading design firm. New York: Random House IDEO The Deep Dive IDEO has been identified as Americas Leading Design Firm. IDEOs special ingredients: Teams
Culture Methodology IDEO The Deep Dive Viewing Perspectives: Teams Culture Methodology Videographer THE DEEP DIVE Five Days at
I D E O Components of IDEO process Creation of Hot Teams Brainstorming
Rapid Prototyping Observing & Listening from Customers Thinking of products in terms of verbs, rather than nouns IDEOs Teams Named Hot Teams. Multidisciplinary. Group leader is assigned based on their abilities to work with groups. Seven Secrets for Better Brainstorming
1. Sharpen the focus 2. Playful rules 3. Number your ideas 4. Build and jump 5. The space remembers 6. Stretch your mental muscles 7. Get physical Playful Rules One conversation at a time Stay focused on the task Encourage wild ideas
Go for quantity Be visual Defer judgment Build on the ideas of others IDEOs Culture Employees design their own working areas. Employees have interest and skills to work with a wide range of people. No hierarchies.
Build Your Greenhouse Building Neighborhoods Think Project, Think Personal Building Blocks Inspiration from Adversity Prototype Your space Create a Team Icon
Watch Your Body Language Simple Team Space Hierarchy is the Enemy of Team Space Give Your Workers a View Tell Stories Make Your Junk Sing Build Your Greenhouse
Building Neighborhoods Areas of Congregation Lounge / Common Area Mainstreet Forced Interaction Need for Privacy Quiet Areas Individuality Five steps to IDEOs
innovation Understand the market/client/technology/ constraints Observe real people in real situations Visualize new-to-the-world concepts & ultimate customers Evaluate & refine prototypes Implement new concept for commercialization IDEOs Method
Observation Brainstorming user desirability Prototyping Implementation business
viability insights and opportunities implementation technical feasibility www.ideo.com
http:// www.businessweek.com/ magazine/content/04_20/ b3883001_mz001.htm Time, April 2005 19 20 http://www.stanford.edu/group/dschool/big_picture/our_vision.html Design Thinking
Discipline Thinking Ideo's five-point model for strategizing by design: Hit the Streets Recruit T-Shaped People Build to Think The Prototype Tells a Story Design Is Never Done Tom Friedman
Horizontalize Ourselves 21 AAC&U College Learning For the New Global Century Innovation Resources Additional Perspectives on Innovation: DEC - Schein, Edgar H., et.al. 2003. DEC is dead: Long live DEC The lasting legacy of Digital Equipment Corporation. San Francisco:
Berrett-Koehler. The Innovation Journey Van de Ven, Andrew H., Polley, Douglas E., Garud, Raghu & Venkataraman, Sankaran. 1999. The Innovation Journey. New York: Oxford University Press. Organizational Change and Innovation Processes Poole, Marshall S., Van de Ven, Andrew H., Dooley, Kevin, and Holmes, Michael E. 2000. Organizational Change and Innovation Processes: Theory and Methods for Research. New York: Oxford University Press. Weird Ideas that Work Sutton, Robert I. 2002. Weird Ideas that Work: 11-1/2 Practices for Promoting, Managing, and Sustaining Innovation. New York: Free Press.
DEC Culture of Innovation The DEC culture emphasized: Creativity Freedom Responsibility Openness Commitment to truth Having fun Culture is a complex force field that influences all of an organizations processes. We try to manage culture but, in fact, culture manages us far more than we manage it,
and it happens largely outside of awareness (p. 31). Schein, Edgar H., et.al. 2003. DEC is dead: Long live DEC The lasting legacy of Digital Equipment Corporation. San Francisco: Berrett-Koehler. Sutton Weird Ideas that Work 1. 2. 3. 4. 5. 6. 7. 8.
9. 10. 11. Hire Slow Learners (of the organizational code). 1-1/2 Hire People Who Make You Uncomfortable, Even Those You Dislike. Hire People You (Probably) Dont Need Use Job Interviews to Get Ideas, Not to Screen Candidates Encourage People to Ignore and Defy Superiors and Peers Find Some Happy People and Get them to Fight Reward Success and Failure, Punish Inaction Decide to Do Something That Will Probably Fail, Then Convince Yourself
and Everybody Else That Success is Certain Think of Some Ridiculous or Impractical Things to Do, Then Plan to Do Them. Avoid, Distract, and Bore Customers, Critics, and Anyone Who Just Wants to Talk About Money Dont Try to Learn Anything from People Who Seem to Have Solved the Problems You Face. Forget the Past, Especially Your Companys Successes. Sutton, Robert I. 2002. Weird Ideas that Work: 11-1/2 Practices for Promoting, Managing, and Sustaining Innovation. New York: Free Press.
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Medical Director, PHTLS. Courtesy Norman McSwain, MD, FACS, NREMT-P. Instructor Notes. Expand on the following points: Remember, often it is the first decision that determines outcomes. If we understand the event, we will aggressively assess for life threats.
Indicator 13Kentucky Transition Compliance&Kentucky Continuous Monitoring Process. Referencing Kentucky Compliance Record Review . School Year 2010-2011 . Since the 2004 IDEA Reauthorization, the federal Department of Education has put increasing pressure on states to come into compliance with IDEA.
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