Hyper Island Kick-Off 28 oct 2013

MOBILE CONCEPT
DEVELOPMENT &
PROTOTYPING
PROJECT KICK-OFF 28TH OF OCT 2013

ABOUT THE TRAINER
!

• Leadership consultant, entrepreneur &
facilitator
• Senior Consultant at PlanB
!

• Kaospilot and BA in Change  
Management
!

• AP in Computer Science and 
project management

Mick Cordero
mick@planb.dk

!

• 10 years of experience working  
with leadership and organizational
development
!

• Africa, Latin America, India, US and Europe

@mickcordero

WHAT TO EXPECT
!

• My job is to make you perform your
best (but I can not do the job for
you!) 
• I will do everything I can to support
your process 
• I will try my best to meet you where
you are in your development process 
• I will share my knowledge, network
and competencies


Mick Cordero
mick@planb.dk
@mickcordero

AGENDA
•

Welcome and introduction (10.00)

•

Course structure and learning goals

•

Group dynamics and MBTi

•

Group formations

•

Lunch (~12.00)

•

Introduction to the briefs

•

Facilitating the client relation

•

Re-briefing

•

Check-out (~17.00)



WHO ARE
YOU?

BONUS LEARNINGS
• Engage and lead a creative process with your team and
with your client
• Facilitate a process with your client, where you are able
to identify and analyze needs, relevance, risks,
competitive environment and target groups
• Create, present, argue and sell (pitch) a concept for your
specific solution / product
• Perform information gathering and conduct interviews as
tools for research and market analysis.
• Have an insight and practical understanding of
entrepreneurship


WORKING PRINCIPLES


DIALOGUE


EVERYONE IS
ABLE TO
WORK WITH
EVERYONE


WE BUILD ON
EACH OTHERS
IDEAS


WE ENGAGE IN A PROCESS


WE WORK IN THE
STRETCH ZONE


AND WE AVOID....


COURSE
CONTENT


GROUP
DYNAMICS
AND MBTi


WHAT SKILLS
ARE NEEDED?


WHAT IS MBTi?
• A standardized indicator (not a test!) which is used
throughout the world

• No right or wrong answers
• The MBTi looks only at normal behavior and is used
to create higher self awareness

• There are no good or bad types – all types have

some natural strengths and some possible pitfalls
or blind spots

• Based on the typological theories proposed by Carl
Gustav Jung


Behind MBTI
Jung's Theory – Basic Mental Processes

We take in information

We make decisions about
information

Perception

Judgement

Sensing

Intuition

You can't use both methods of taking
in information simultaneously, so we
develop a preference for using one
method over another

Thinking

Feeling

You can't use both methods of making
judgments simultaneously, so we
develop a preference for using one
method over another


JUNG’S THEORY
• Jung believed that preferences are an innate inborn
predisposition

• He also recognized that our innate preferences
interact with and are shaped by environmental
influences:

• – Family 

– Country 
– Education 
– and many more
!


JUNG’S THEORY
• We will look at four sets of opposites – like our right
and left hands

• We all use both sides, but one is our natural
preference

• Jung believed that our preferences do not change –
they stay the same over our lifetime

• What changes is how we use our preferences and

often the accuracy with which we can measure the
preferences
!


Extraversion or Introversion

EXTRAVERSION OR INTROVERSION

The direction we focus our
attention & energy


Extraversion or Introversion


E-I
People who prefer Extraversion:

• Focus their energy and attention outward
• Are interested in the world of people and things
People who prefer Introversion:

• Focus their energy and attention inward
• Are interested in the inner world of thoughts and
reflections

We all use both preferences but usually not with
equal comfort


Sensing or iNtuition

SENSING OR INTUITION

The way we take in information and the
kind of information we like and trust


Sensing or Intuition


S-N
People who prefer Sensing:

• Prefer to take in information using their five senses
– sight, sound, feel, smell, and taste

People who prefer iNtuition:

• Go beyond what is real or concrete and focus on
meaning, associations, and relationships

• We all use both ways of perceiving but we typically
prefer and trust one more than the other
!


Thinking or Feeling

THINKING OR FEELING

The way we make decisions


Thinking or Feeling


S-N
People who prefer Thinking:

• Make their decisions based on impersonal, objective
logic

People who prefer Feeling:

• Make their decisions with a person-centered, valuebased process

Both processes are rational and we use both of them,
but usually not equally easy
!
!


Judging or Perceiving

JUDGING OR PERCEIVING

Our attitude to the external world and
how we orient ourselves to it


Judging or Perceiving


J-P

People who prefer Judging:

• Want the external world to be organized and
orderly

• Look at the world and see decisions that need to be
made

People who prefer Perceiving:

• Seek to experience the world, not to organize and
control it

• Look at the world and see options that need to be
explored

We all use both attitudes but usually not with equal
comfort

THERE ARE VARIATIONS WITHIN EACH TYPE
AND MBTI DOES NOT MEASURE:

• Intelligence

• IQ

• Affluence

• Stress

• Normalcy

• Trauma

• Maturity

• Psychiatric Illness

• Illness


WHAT DOES
MDD14 LOOK
LIKE?


e)

ISTJ

ISFJ

INFJ

INTJ

ISTP

ISFP

INFP

INTP

ESTP

ESFP

ENFP

ENTP

ESTJ

ESFJ

ENFJ

ENTJ


WORKING WITH DIFFERENT TYPES
• Look at the chart
• What is your initial reaction? Surprised?
• What challenge exists in working in a group that

has a different "group type" than your own type?

• What actions might you take to work together more
effectively?


E - I SPLITTING EXERCISE
• In your groups, create 3 questions that will give
you better insight into the opposite to your
preference on this dichotomy

• Elect a spokesperson who will actually ask the
questions

• What were some of the Observable Behavioural
Differences you notice between E’s and I’s?


BREAK
PAUSE


LETS TRY IT
OUT!


GROUP ASSIGNMENT
• Write down your MBTI indicators on a piece of paper

together with you strengths and areas of development

• In the groups, discuss each others profiles and

competences. It there anything lacking in your group?
Do you have too much of something?

• You are allowed to swap team members with the other
groups - but you can not swap yourself.


• You can not swap yourself!
• The person being swapped must agree to being swapped!
• We need 5 groups at roughly the same size!


LUNCH

THE PREJECT PHASE

GROUP ASSIGNMENT
• The preject is the initial phase of any project
• This where we clarify goals and expectations - to each
other and to the project

• We get to know each other better and identify potential
pitfalls

• The preject is fundamental to the continued group
process


CONDUCT A PREJECT IN THE GROUPS
Step 1:

• Clarification (how do we interpret the project and the
desired outcome)

• Check in (personal goals / ambition / preoccupations
with the project)

• Define guidelines (how will we work together)
• Define the vision, milestones and success criteria.
• How do we know when we have succeeded and how
will we celebrate?


CONDUCT A PREJECT IN THE GROUPS
Step 2:

• Find name for the group/project
• Create a Tumblr-blog to document your progress
• Document the preject physically and on your blog


TIME FOR
BRIEFS!


IN THE GROUPS 
• Read the brief and discuss it in the group
• How do you understand the brief?
• What motivates or scares you?
• Is anything unclear? What need to be investigated?
• What do you need to ask the client?
• What is the first step?
• Park concrete ideas for implementation or the product
on one of the large post-its


RE-BRIEFS


POWERFUL QUESTIONS 
• Powerful questions are open-ended, and can not be answered with a simple
yes or no.
• Their purpose is to initiate a thought process
• They originate from the coaches curiosity and eager to know more

!
• They typically begin with what or how:  
• What do you want?
• What will that get you?
• What are the possibilities?
• How do you wish to achieve that?
• Put yourself six month into the future. Standing there, what decisions would
you make today?

!
• Give space and time. Do not fear the silence!
• Do not necessarily rephrase – repeat the question

Anticipation
What is possible?
What if it works out exactly as
you want it to?
What is the dream?
What is exciting to you about
this?
What is the urge? What does
your intuition tell you?
Assessment
What do you make of it?
What do you think is best?
How does it look to you?
How do you feel about it?
What resonates for you?
Clarification
What do you mean?
What does it feel like?
What is the part that is not yet
clear?
Can you say more?
What do you want?

Evaluation
What is the opportunity here?
What is the challenge?
How does this fit with your
plans/way of life/values?
What do you think that means?
What is your assessment?
Example
What is an example?
For instance?
Like what?
Such as?
What would it look like?
Exploration
What is here that you want to
explore?
What part of the situation have
you not yet explored?
What other angles can you
think of?
What is just one more
possibility?
What are your other options?

Elaboration
Can you tell me more?
What else?
What other ideas/thoughts/
feelings do you have about it?


For Instance
If you could do it over again,
what would you do
differently?
If it had been you, what would
you have done?
How else could a person
handle this?
If you could do anything you
wanted, what would you do?
Fun as Perspective
What does fun mean to you?
What was humorous about
the situation?
How can you make this more
fun?
How do you want it to be?
If you were to teach people
how to have fun, what would
you say?
History
What caused it?
What led up to it?
What have you tried so far?
What do you make of it all?

CHECK-OUT


THANK YOU!

mick@planb.dk
@mickcordero

Hyper Island Kick-Off 28 oct 2013

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