Productive collaboration
•Download as PPTX, PDF•
1 like•118 views
This document discusses the importance and benefits of collaboration. It provides several key points: - Collaboration allows teams to leverage individual expertise and produce better, more creative solutions than any one person could alone. It speeds up innovation. - Effective collaboration requires both a collaborative culture and collaborative skills. The culture promotes open communication, flexibility, and resolving disagreements respectfully. - Research identified several traits of highly collaborative teams, including giving all members time to speak, being socially sensitive, and including diversity. Empathetic listening and avoiding interruptions are also important. - Collaborative skills include appreciating others, engaging in purposeful discussions, productively resolving conflicts, and effective project management. - The document
Recommended
More Related Content
What's hot
What's hot (20)
Similar to Productive collaboration
Similar to Productive collaboration (20)
Recently uploaded
Recently uploaded (16)
Productive collaboration
- 2. Why do we need to collaborate? In the beginning, all our movies suck. - Ed Catmull, President, Pixar.
- 3. Why do we need to collaborate? work as a team leverage individual’s expertise solve problems produce creative solutions
- 4. Collaboration is a powerful tool for speeding up innovation, because innovation is all about ideas. If you have an idea and I have an idea, then if we’re collaborating we can develop the better idea and ignore the worse idea
- 5. Essentials of Collaboration • Collaborative Culture - the underlying culture and habits of the team which promotes collaboration • Collaborative Skills - skills in the practice of collaboration itself
- 6. Collaborative Culture Social Capital • Connection to one another • Speak up & Listen (Communication) • Flexible (willingness to change) • Agree to Disagree (gentlemen’s fight)
- 7. Collaborative Culture Social Capital Thomas Malone & MIT Research Team • 3 key differentiators – gave enough time to others to speak, – socially sensitive, – more women (diversity)
- 8. Collaborative Culture Social Capital Thomas Malone & MIT Research Team Empathetic listening & Zero interruption
- 9. Collaborative Culture Social Capital Thomas Malone & MIT Research Team Empathetic listening & Zero interruption Every decision is hypothesis
- 10. Collaborative Culture Social Capital Thomas Malone & MIT Research Team Empathetic listening & Zero interruption Every decision is hypothesis Issue based vs Personality based
- 11. Collaborative Culture Social Capital Thomas Malone & MIT Research Team Empathetic listening & Zero interruption Every decision is hypothesis Issue based vs Personality based
- 12. Collaborative skills Our study showed that a number of skills were crucial: appreciating others, being able to engage in purposeful conversations, productively and creatively resolving conflicts, and program management. - Eight Ways to Build Collaborative Teams, HBR
- 13. 13 An approach towards creative collaboration
- 14. “human brain thinks in a number of distinct ways which can be deliberately challenged, and hence planned for use in a structured way allowing one to develop tactics for thinking about particular issues” “in any collaborative thinking activity there is a natural tendency for spaghetti thinking" The underlying principle
- 15. 1st Class: facts verified, proven or done 2nd class: we think is true but not verified Focus on the input content. • Identify what information is available, • what is needed, • and what information is missing “facts, figures, probabilities, tightening-up questions, checking and re- checking, striving for objectivity, specifications of limits to knowledge” White Hat
- 16. Difficulties, potential problems. Why something may not work Something does not comply to the experience or knowledge accepted Think critically, complete a thorough risk assessment, and identify ‘worst-case scenarios’ Devil's advocate, negative assessment, why it won't work. What is wrong, doesn't fit, incorrect, risky, dangerous, in error. Negative questions, not argument. Black Hat
- 17. Feelings, hunches, gut instinct, and intuition Express your gut feelings Don’t try to justify yourself. Just go all out Making "feelings" visible. Stating values, but not trying to justify them, nor attempting to make them logical. Also sharing complex judgements such as hunches, intuitions, senses of, and aesthetic tastes. Red Hat
- 18. Creativity – possibilities, alternatives, solutions, new ideas Levels of alternate solutions – 1st level ok, 2nd level solid, 3rd level fool proof. Instead of stopping at one solution, search for alternate solutions or search for other levels of same solution Seek new ideas Modify existing ideas Come with alternatives Find solutions to problems in Black hat thinking Fertile, creative, lateral thinking. Suspending critical judgement. Searching for alternatives. Going beyond the known, the obvious and the satisfactory. No justification needed. Provocative patterns of thought and movement of ideas are the goals Green Hat
- 19. Values and benefits. Why something may work Explain why you think your approach will work List all benefits optimism, positive opportunity seeking, constructive logical assessment, concrete proposals. Sharing dreams, visions and hopes. Probing for value and benefit. Making things happen. Yellow Hat
- 20. Manage the thinking process, focus, next steps, action plans. To define problem. Design of programs: Step by step. Software of Thought. Investigate the subject Summarize thoughts and conclude by formulating a plan of action. List out next steps and assign responsibility centers Moderator Project management Cool thinking from the control tower. Monitoring and coordinating. Organizing the thinking. Setting the focus. Defining the problems. Shaping the tasks. Providing summaries, overviews and conclusions. Thinking about thinking. Enforcing the discipline. Calling forth the hats. Blue Hat
- 21. Sequencing INFORMATION Facts, Figures , Data Just the Facts EMOTION Gut Feel, Intuition, Instinctive Emotional Thinking NEGATIVE Why it cant be done, what wont work, Cautious Critical Thinking & Risk Assessment POSITIVE Hope, Brightside, why it will work, benefits Optimistic CREATIVE New Ideas, Different Perspective, provocation, investigation, where thoughts go Alternatives / Brainstorming PROCESS Control, established norms, standard Management
- 22. Understanding Bias: More information Monty Hall problem Door 1 Door 2 Door 3 Result if staying at door #1 Result if switching to the door offered Car Goat Goat Wins Car Wins Goat Goat Car Goat Wins Goat Wins Car Goat Goat Car Wins Goat Wins Car
- 24. Understanding Bias: Mind Focus • The gorrilla pass by experiment • “http://viscog.beckman.uiuc.edu/flashmovie/15.php.”
Editor's Notes
- Enables processing of ideas Increases understanding & group unity Facilitates group development Enhances group creativity Improves decision making ability col·lab·o·ra·tion Noun: the action of working with someone to produce or create something.
- 14 Movies and 14 No. 1 Box-Office Hits How are they able to do it..convert a sucking movie into a hit one…its collaborative effort of team ..thier brain trust group Creativity inc braintrust
- Wy we need to collabaortae.because we are here to solve problems…..when we do have conflict and when we be creatve Whts prob we are going tos olve
- Collaboration in academic research shows an interesting trend. If you look at the list of papers published in economics journals 30 years ago, you’ll find that most of them were single-authored. Now the overwhelming majority of such papers, probably 80 percent or more, are multiauthored. And there’s a very good reason for that trend: in collaborative research, the whole is more than the sum of the parts because only the best ideas get used.
- Social capital - connection to one another Bring great minds, will they succeed, no. they need to speak , share…it can happen only when they are connected to each other How to increase social capital – alex pentland at MIT discovered that patters of intercation were important including casual converstaions Role rotation vs new member
- Don’t interrupt. Keep on the meeting till everyone has spoken. Urgency forces people to say their thoughts and hence forces them to interrupt. A confirmation that one will be heard will stop people for interrupting.
- It’s ok to go wrong Mistakes are acceptable and learning points
- Focus on issues and not on personality stereotypes
- Many of the factors that support collaboration relate to what we call the “container” of collaboration—the underlying culture and habits of the company or team. https://hbr.org/2007/11/eight-ways-to-build-collaborative-teams
- describes a tool for group discussion and individual thinking involving six colored hats. provide a means for groups to plan thinking processes in a detailed and cohesive way, and in doing so to think together more effectively
- de Bono identifies six distinct directions in which the brain can be challenged. In each of these directions the brain will identify and bring into conscious thought certain aspects of issues being considered. None of these directions are completely natural ways of thinking, but rather how some of us already represent the results of our thinking. in any collaborative thinking activity there is a natural tendency for "spaghetti thinking" where one person is thinking about the benefits while another considers the facts and so on. The hats process avoids this. Everyone considers and all look in the same direction together.
- Facts and Numbers Neutral & Objective Information & Data Truths vs philosophies How true is fact and how truth is general 1st Class: facts verified, proven or done 2nd class: we think is true but not verified
- Logical negative Why no Why it will not work Pessimistic point of view Does not fit into our knowledge or experience Errors of thought Why it does not follow the other What are the risks Complacency Negative judgement Erroneous Something does not comply to the experience or knowledge accepted Risks and damages; imperfections
- Emotions and feelings It doesn’t need justification ‘It does not need to give reasons or foundations Emotions values and opinions Resist temptation to justify emotions Intuition and sentiments Feel & react Show vs hide feelings (one should show feeling here) Legitimize the emotions and feelings
- Creative & Lateral New ideas, concepts Creative deliberate of new ideas More and more alternatives Change Movement instead of judgement Use idea like a crossing site To where it takes this The logic of absurd Provocation Chance Routes, options, elections Levels of alternate solutions – 1st level ok, 2nd level solid, 3rd level fool proof. Instead of stopping at one solution, search for alternate solutions or search for other levels of same solution Harvesting of ideas
- Positive – speculation Optimism Benefit Constructive Hope to logics Realism Opportunity On what one is based the positive point of view Why you create that it will happen thus Reasons of bottom for optimism Proposals and suggestion To do things that happen To investigate futuire The best of guess
- To think thought Instructions in order to think The organization of thought Control on other hats Conductor, choreographer Observation and global vision Commentary synthesis Conclusion and harvest info Control & pursue discipline Center – to formulate suitable question To define problem Design of programs: Step by step Software of Thought Investigate the subject
- Starts and ends with blue hat Preferably don’t use black hat after green hat Sequences always begin and end with a blue hat; the group agrees together how they will think, then they do the thinking, then they evaluate the outcomes of that thinking and what they should do next. Yellow have to precede black: Fear vs security, curiosity vs exploration Yellow : Relation with creativity Diff between constructive and creative Effectiveness vs change New ideas vs Old ideas
- Suppose you're on a game show, and you're given the choice of three doors: Behind one door is a car; behind the others, goats. You pick a door, say No. 1, and the host, who knows what's behind the doors, opens another door, say No. 3, which has a goat. He then says to you, "Do you want to pick door No. 2?" Is it to your advantage to switch your choice? Vos Savant's response was that the contestant should switch to the other door (vos Savant 1990a). Under the standard assumptions, contestants who switch have a 2/3 chance of winning the car, while contestants who stick to their choice have only a 1/3 chance.
- Use this video to demonstrate how defocussing help