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Innovation TEAMChance favors the connected mind

- Steve Johnson

Program

• Teamet:• Navn• Mission• Valgt behov

• Lektion• Øvelse• Kort om team teori

• Opgave til næste gang

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Innovative kompetencer

Hvilke “profil-ord” vælger du?

Du skal vælge de tre ord du tænker passer bedst til dig.

Skriv hver ord på en selvstændig Post-It

Du har 6 minutter

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Innovative kompetencer

Hvilke “profil-ord” vælger du om personerne på dit team.

Du skal vælge et ord du tænker passer bedst til hver.

Skriv hvert ord på en selvstændig Post-It

Du har 6 minutter

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Innovative kompetencer

Innovative kompetencer

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Innovative kompetencer

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Building an innovation team

“The worlds private and public sector leaders believe that rapid escalation of complexity is the biggest challenge confronting them. They expect it to continue, indeed to accelerate in the coming years.”

“They identify creativity as the single most important leadership competency for enterprises seeking a path in this complexity”

Capitalizing on Complexity, IBM 2010

Creativity - the ability to make/think of new ideas, actions or approaches

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CORETEAM

Situation, context, specific needs and at which step in the innovation process

Fluid teaming

Specialists

T

Searchandexperimentalmentality

(earlystart-up)

Executionandoperationalmentality

(latestart-up)

Team composition matrixFunctions and hard skills

• Relevant professional disciplines:• Product builder• Customer builder• End-user analyst• Product designer• Project/process (economics)

management

Personal preferences and soft skills• The four ‘garuda’ corners:

• Developer, newness and development

• Integrator, ‘the teambuiler’, collaboration and communication

• Result creator, action, get the team from talk to doing

• Baser, ‘the quality controller’, task order and structure

• Collaboration, communication, leadership, creativity, complex problem solving, adaptability, social sensitivity ….

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Clear and common vision

• Mount Hkakabo Raziexpedition

• Vision (official): “Solve the mystery of the highest mountain in Southeast asia” (determine what the highest peak in Burma is)

https://www.digitaltrends.com/photography/scaling-asias-anti-everest-mountain/#/12

Share also your personal motivations

We can’t step out of ourselves so be honest of your personal motivations and share with the team

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Achievement of difficult goals requires GRIT

Innovative kompetencer

http://angeladuckworth.com/grit-scale/

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Why is it important to be a T-shaped person?Over the past decade, research has emphasized the need for today’s young professionals to possess deep disciplinary knowledge along with a keen ability to communicate across social, cultural and economic boundaries. These “T-shaped professionals” are in high demand for their ability to innovate, build relationships, advance research and strengthen their organizations.

http://tsummit.org/t Michigan State University 2017

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T-shaped

• Adj.Havingskillsandknowledgethatarebothdeepandbroad

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Team innovation i driften - lægeMedicinsk ekspert/lægefagligKommunikatorSamarbejderLeder/administrator/organisatorSundhedsfremmerAkademiker/forsker og underviserProfessionel

Team innovation i driften - sygeplejerskeViden12) har viden om og kan forstå innovation som metode til forandring af praksis og har kendskab til implementeringsmetoder i relation til konkrete målgrupperFærdigheder8) mestre tværprofessionelt og tværsektorielt samarbejde i forskellige borger- og patientforløb og sammenhænge,9) anvende og vurdere teknologier i udførelse og udvikling af pleje, omsorg og behandling,10) anvende, vurdere og begrunde metoder og beskrevne standarder for kvalitetssikring og kvalitetsudvikling og11) mestre relevante studie- og arbejdsmetoder til at opsøge, vurdere og fortolke empiri, teori og forskningsmetoder samt initiere og deltage i innovations-, udviklings- og forskningsarbejde.Kompetencer5) selvstændigt håndtere klinisk lederskab samt sikre og udvikle kvalitet, der understøtter patient- og borgeroplevet sammenhæng i et samlet sundhedsvæsen og i patientens og borgerens hjem,12) håndtere og påtage sig ansvar for kvalitetssikring og kvalitetsudvikling,13) håndtere og påtage sig ansvar for at opsøge, vurdere og fortolke empiri, teori og forskningsmetodersamt deltage i innovations-, udviklings- og forskningsarbejde

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T-Profiler

-undgå “overconfidence.”Er ofte ydmyg

-dele langt mere end hvad er “nødvendigt”

-skaber tryghed for andre

-social og emotionelle intelligente

Physicians’ Mean Diagnostic Accuracy and Confidence in That Accuracy as a Function of Diagnostic Phase and Case Difficulty (Easier vs More Difficult)

Ashley et. al. JAMA Intern Med. 2013;173(21):1952-1958. doi:10.1001/jamainternmed.2013.10081

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Intelligence is fixed or Intelligence is malleable

People who think Intelligence is fixed have a significant tendency (76% vs 55%) to be more overconfident

People who think Intelligence is fixed will focus more on and stick to easy tasks

Growth mindsets (Intelligence is malleable) lead to openness to difficulty and, in turn, greater self-insight (Pippi)

Teaching a growth mindset makes students open to difficulty and less overconfident

Ehrlinger J. et al, Understanding overconfidence: Theories of intelligence, preferential attention, and distorted self-assessment,

Journal of Experimental Social Psychology 63 (2016) 94–100

Innovative kompetencer

“Gracious Professionalism®.”

Gracious Professionalism is a major belief in the FIRST community. With the element of gracious professionalism, one would share resources with their opponent as well. For example, if a team needs a part or tool to fix their robot, it is expected that any team, even an opposing team would give that team a hand in order to compete.

Dr. Woodie Flowers, FIRST, Massachusetts Institute of Technology

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Givers and Takers

Givers seek out ways to be helpful and give to others.

Takers focus on getting as much as possible from others.

Giver and Takers

“— an employee who frequently contributes beyond the scope of his or her role — can drive team performance more than all the other members combined.”

Achieving more with less: Extra milers’ behavioral influences in teams.Li, Ning; Zhao, Helen H.; Walter, Sheryl L.; Zhang, Xin-an; Yu, JiaJournal of Applied Psychology, Vol 100(4), Jul 2015, 1025-1039.

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Giver and Takers

Efficient sharing of informational, social, and personal resources should also be a prerequisite for positive reviews, promotions, and pay raises

Rob Cross, Reb Rebele Adam Grant, Collaborative Overload, HBR Jan-Feb 2016 Issue

Giver and Takers

Pay It Forward With The Five-Minute Favor

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ProjectAristotle– Buildingtheperfectteams@google

“Who is on a team matters less than how the team members interact, structure their work and view their contributions”

JuliaRozovsky,analystgooglepeopleoperations

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Psychological safety - Face value

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Psychological safety is a shared belief that the team is safe for interpersonal risk taking. It can be defined as "being able to show and employ one's self without fear of negative consequences of self-image, status or career“

Kahn, William A. (1990-12-01). "Psychological Conditions of Personal Engagement and Disengagement at Work". Academy of Management

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Psychological safetyThe term is meant to suggest neither a careless sense of permissiveness, nor an unrelentingly positive affect but,rather, a sense of confidence that the team will not embarrass, reject, or punish someone for speaking up. This confidence stems from mutual respect and trust among team members.

Psychological safety on self reported team learning behavior shows a significant positive relationship.

Psychological Safety and Learning Behavior in Work Teams. By: Edmondson, Amy,Administrative Science Quarterly, 00018392, Jun99, Vol. 44, Issue 2

• Øger sandsynlighed for at innovationsproces ender med succes

• Øger læring i et team gennem ”at fejle”

• Øger medarbejders engagement

• Øger innovation i et team (kollektiv intellekt)

Baer, Markus; Frese, Michael (1 February 2003). Kark, Ronit; Carmeli, Abraham (1 August 2009)

Psychological safety

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The good teams all had high “average social sensitivity” – a fancy way of saying they were skilled at intuiting how others felt.

In the good teams members spoke in roughly the same proportion

If only one person or a small group spoke all the time, the collective intelligence declined

Duhigg C., What Google learned From Its Quest to Build the Perfect Team, The New York Times Magazine, Feb 25 2016

The members in the good teams had a high level of social and emotional intelligence

Innovative kompetencer

Team

Innovationdemandsengagementandlearning.Togetthatwemusthaveateamwith:Diversity,Conflict andAgility

LindaHill,ThefutureofTalentIsPotential

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Innovative kompetencerTeam

You need to surround yourself with people who have diverse backgrounds and complementary skills, and who properly challenge you.

Our brain is wired to make fast decisions on similarity, familiarity and comfort

It’s not the How or the what but the Who Succeed by surrounding yourself with the best, Claudio Fernandez-Araoz

Innovation team -> fluid team

Innovation is rarely the result of a “eureka” moment and more often the result of a diverse “liquid network” of people from different backgrounds.

Chancefavorstheconnectedmind,StevenJohnson

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Fra individ til team

Fra tryghed til usikkerhed (som læring)

X

Funktion

Hvilke kompetencer er der på Jeres team?

Har I slået fast - men Hvad er din rolle?

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Recap – what successful innovation teams need to have or establish• Clear and common vision – aligned with personal goals

• Interdisciplinary mixture

• Complementary skills and mixture (Function/hard skills and People/soft

skills)

• T-shaped profiles

• Trust, - psycological safety in group to dare risk ‘face value’

• Networking abilities

Hjemmeopgave

• læse Google artikel om Project Aristotle: • https://www.nytimes.com/2016/02/28/magazine/what-

google-learned-from-its-quest-to-build-the-perfect-team.html?_r=3• Lave SWOT af team ud fra garuda fokus profilord med

udgangspunkt i deres eget selvbillede.Deraf udlede hvilke fokusprofil kompetencer de skal være OBS på at dække ind for i fællesskab og/eller se efter ved nye team medlemmer.