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Newman Lanier

IDEO CEO Tim Brown: T-Shaped Stars: The Backbone of IDEO's Collaborative Culture | Chie... - 0 views

zqi.bo.lt/g4lfd

meetings business collaborative culture ideo

shared by Newman Lanier on 14 Mar 12 - No Cached
  • Newman Lanier on 14 Mar 12
     
    Tim Brown of IDEO talks about collaborative personality types.
Newman Lanier

The Nine Pillars of Successful Web Teams - Adaptive Path - 0 views

www.adaptivepath.com/...illars-of-successful-web-teams

web teams web design collaborative culture meetings

shared by Newman Lanier on 19 Mar 12 - No Cached
  • Newman Lanier on 19 Mar 12
     
    Here is a framework for the components of a design team. Now, how to get them all speaking to each other in a constructive way?
Newman Lanier

Innovation Is About Arguing, Not Brainstorming. Here's How To Argue Productively | Co.D... - 0 views

www.fastcodesign.com/...dont-brainstorm-argue

shared by Newman Lanier on 23 Mar 12 - No Cached
  • Science shows that brainstorms can activate a neurological fear of rejection and that groups are not necessarily more creative than individuals. Brainstorming can actually be detrimental to good ideas.
  • We need to work both collaboratively and individually
  • We also need a healthy amount of heated discussion, even arguing.
  • ...6 more annotations...
  • There is no hierarchy. It’s not debate because there are no opposing sides trying to “win.”
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      Perhaps I'm not understanding the term 'argue'. Can't you 'win' an argument? Aren't there two sides, at least, to every argument? And, there is no hierarchy? Really? It seems there is always an order of dominance in an social structure. Boss / employee, Client / designer... there is always a power differential which must be accounted for. And, generally, it's up to the powerful to account for the weaker.
  • without fear.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      What your boss did that day was the equivalent of a dog humping another. He established dominance. He told you what to do. He humped you,man. He did establish the tone. Which is great and it appearantly worked. However, he didn't waive his doggy lipstick and make the power structure go away.
  • And that “because” should be grounded in real people other than ourselves.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      "Yes, AND" vs "No, BECAUSE" ... sounds like this could get personal real quick. I think what you are saying about the grounded in 'real people other than ourselves' is that you want reasons based in facts and not opinions. However, does the ethnographic research yield facts or opinion? It seems that it could be simply doubling up the opinion - As in " Here is my opinion about these other opinions (about dancing chinese villagers)" However, I do thing we everyone agrees on the results of the user research, then you CAN argue about your conclusions based on those premises without getting personal. I do think that works. And, I have seen it work.
  • we each bring different ways of looking at the world and solving problems to the table.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      Respecting and cultivating diversity in groups is key to high performance. It seems a bit utopian. But, it's something I believe. did anyone roll their eyes when you brought up the idea of the text analysis tool? How long did it take? Did they really 'get it' or was it something other simply tolerated? Even for the most well adjusted and balance T shaped person, it can be difficult to go along with anothers specialty, I'd imagine.
  • a shared goal. We develop a statement of purpose at the outset of each project and post it on the door of our project room.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      Rules, playing field, 'ball down the field'... these are all sports / war analogies. I guess the idea is "Same team". But, who is the bad guy... the guy who doesn't see it the way you do. Or, doesn't listen to reason. I don't think simply 'having a common goal' is sufficent to keep from hurting each other in meetings. If budgets and jobs are on the line, it won't be that playful.
  • But we don’t brainstorm. We deliberate.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      I like that word, deliberate. It means intentionally. I suppose ' to deliberate' is to think intentionally, which is what I consider brainstorming to be. Granted brainstorming has a stigma - its light and permissive, unfocused and not serious, a waste of time. The points you bring up about 'Deliberative discourse' are helpful. It's like putting brainstorming through boot camp - to help brainstorming produce results, without hurting anyone or shutting anyone down. All in all a thought provoking post - thanks!
  • Newman Lanier on 23 Mar 12
     
    More on Arguing and design meetings. Could Brainstorming be bad? counter-productive and fear inducing? ... hmmm.
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