L3-Part 5 Environment Constraints

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Из курса от партнера Vanderbilt University

Leading Innovation in Arts and Culture

31 оценки

Vanderbilt University

Leading Innovation in Arts and Culture

31 оценки

Developed by David Owens at Vanderbilt University and customized for the cultural sector with National Arts Strategies, this course is designed to help arts and culture leaders create an environment where new ideas are constantly created, shared, evaluated and the best ones are successfully put to work. One of the toughest challenges for any leader is getting traction for new ideas. Winning support can be a struggle. As a result, powerful new ideas often get stuck. This is especially true in the cultural sector. People involved in arts and culture often have little time and even less money for experimentation and risks. This course will help those in the performing arts, museums, zoos, libraries and other cultural organizations build environments where new management and program ideas flourish. Leading Innovation in Arts & Culture will teach you how to make an "innovation strategy" a fundamental component of your organization's overall strategy. In this seminar you will learn to: - Analyze constraints on innovation in your organization, foresee obstacles and opportunities, and develop a shared vision - Develop a process to manage the demands of multiple stakeholders, shifting priorities and the uncertainty inherent in new initiatives - Create a culture for innovation and risk-taking that generates new perspectives and challenges existing practice - Create a strong customer focus within your organization that anticipates customer needs National Arts Strategies worked with David Owens to customize this course for those working in the cultural sector. They based their work on David Owens’ Leading Strategic Innovation in Organizations course. This highly interactive 8-week course will engage you in a series of class discussions and exercises.

Из урока

Group Constraints

The lone genius hard at work in her garret is, we know, not exactly how the world of art and culture really works. This week's topic is Group Innovation Constraints and is grounded in the research and insights of the field of social psychology. We will be exploring the way that group dynamics affect the problem of innovation. Our basic premise is that in order to move from a creative idea to an innovation, you will need the cooperation and collaboration of others. We will take critical looks at emotion processing in groups, at group cultural norms, at group processes, and even at the environments within which groups function.

L3-Part 1 Introduction8:26

L3-Part 2 Group Constraints Exercise1:13

L3-Part 2b InClass Exercise Debrief4:42

L3-Part 3 Emotion Constraints14:01

L3-Part 4a Culture Constraints Example2:08

L3-Part 4b Culture Constraints12:48

L3-Part 5 Environment Constraints6:30

L3-Part 6 Process Constraints19:10

L3-Part 7 Leading Effective Brainstorms3:51

L3-Part 8 InClass Idea Build0:46

Познакомьтесь с преподавателями

David A. Owens, PhD, PE
Professor
Practice of Management and Innovation
Jim Rosenberg
Independent Consultant and Senior Advisor at NAS

[music] Now I want to talk about the environment, sort of the, the environment

in which the group meets or the environment within which you work, because

I think that has a great deal of affect on us that we may not realize how it affects

innovation seeking behaviors in a group. And so sometimes we maybe, feel like we're

sort of in this, in this cubicle and it's not inspiring, it feels claustrophobic, it

sort of makes us feel inside. So how is that we can push past that?

How is that we can sort of push outside and get to a different place?

What kind of constraints you might think about is sort of you think of this as a

tension between sort of the comfort that we have and then also the collaboration

that we, We need. Because again we're talking about groups,

remember? So we were thinking about what is the

context within which groups operate and how is it that, that's kind of that

context affects what happens inside, the behaviors inside.

One thing that happens is groups tend to, no they don't tend to, groups can work in

spaces that impede interaction. And if being in a group is about

exchanging information, then anything that gets in the way of that, that impedes

that, that's problematic. Groups may meet in places and work in

places where there's limited media or limited access, that is that they can't

show each other what they're doing, they can't talk to each other about what

they're doing. And another problem I've seen a great deal

is when groups work in places Where they can't share what they're learning and

where they can't document their insight. So let me tell you a little bit more about

these in, in detail. And so here's a picture of a maybe you

know, a traditional office space, you have all these cubicles.

It's really hard for people to think about collaborating with each other.

In fact, for these particular ones I've observed, this is a picture I took, I've

observed that the idea is the, the furniture sort of makes you want to sit by

yourself and, and do your typing. What I have observed is when I walked past

there, people would always be leaning back and talking to each other up and down the

aisle that way, which was interesting to me.

That they were actually subverting what this furniture tried to make them do,

which was to not interact, not, social interaction with each other.

It's also un-stimulating, there's nothing there to make you think different

thoughts. There's nothing there to make you feel

good or feel any kind of emotion. Any kind of the stuff, maybe with

perception, we wanted perceptions. And so there's nothing in that space, a

space like this that let's you do that. How do we overcome environment

constraints? Like what are the things that we can do.

Well, 1 thing is, we can sort of get past these spaces that impede interaction.

We can reconfigure your working space, right?

So if you have a space that is not conducive, like, reconfigure it.

I like to do, my own personal, mode is to just, to buy cheap and buy often.

Just, like, try different furniture. I go to a place, a very inexpensive place.

Maybe like an IKEA or a Target, or, you know, whatever the equivalent is for you,

the junkyard, even, and, and get things and try it out, sort of see.

If, if I get these kind of chairs, could people sit closer to each other or, or if

I put this kind of table, does it, does it sort of create sort of distance between

people? Can I use furniture that has different

shapes and that, does that allow me to talk to people differently?

Sometimes, in, in, there, there's this way we used to think about innovation or, or

innovative companies are the ones with beanbag chairs and oxygen bar, and things

like that. Well, in fact, there is something about

being able to move your body. Being able to sort of feel different.

Being able to, have colors. Being able to have, good smells.

Being able to be in control of your environment.

That actually can inspire you. That can actually make you feel better.

Collaboration here. Instead of having those sort of cubicles

where people sit, like put them in a table and they can actually interact, that they

can they can bring food in and they can bring drink they can bring their computers

in and work together in a, in a, collaborative way and this is actually

some students from my class. Also the media, like how do we communicate

to each other while we're in the space, so how do we facilitate those.

There's a project I worked on with some, actually some rocket scientists, and you

can see all the different kinds of things going on, all the different media modes.

So there's an overhead projector; there's some, Easel pads if you look carefully in

the corner, you'll see the camera if there's a camera recording this stuff.

There's toys on the table, the tables are not shaped in a square way to create the

sort of oppositional behavior and so here's a space that was very carefully

thought out to help interaction and documentation at the same time because all

these things here are easy to document. And documentation nowadays, y'know, you

can buy a small, cheap video camera. They're very inexpensive.

In fact, you have one in your phone. Most people have a video camera or a photo

camera in their phone, and so why not take pictures of things and why not document

things. Ideally, you'd be able to leave the stuff

up, though, so that when you come back to the room the stuff is there.

Because the set-up costs in the organization may be very difficult to not

be able to get back into the space and remember what it is you were thinking as a

team. So again, reconfiguring work space, being

able to bring in some different kinds of furniture to experiment with, the kinds of

Media that you use, do we use projection, do we use showing each other things, we

use building things as ways of communicating and then also the

documentation. Cheap technology, using really cheap

technology for recording and for, for, memorializing things and also allocating

rooms to project teams. I was in one organization where I remember

we, they have all their conference rooms on the first floor where the project teams

would meet. And so the, this makes sense from an

architectural perspective. Like, they have this shared resource

downstairs, and people would go down there, and you'd be ready to go.

And there'd be someone in the room, and so you knock on the room, hey, we're ready to

go, you know, hurry up, we're ready. And then they would be ten minutes late

getting out. They felt bad, because, and they were

bringing all their stuff. And they're collecting all their stuff,

and they're coming out. We're coming in with all of our stuff.

We get all our stuff up. And we get started, and it already is

twenty minutes after the time we were supposed to start.

And then we add all of our stuff up. And then after another fifteen minutes,

the next team's on there. Hey, we need to use the space.

We need to use the space. Then we have to take everything down.

When really, the setup costs are terrible in that.

We really don't get very much done. Because we're putting everything up and

we're putting everything back down; we're putting everything up and we're putting

everything back down. What most groups do to avoid that problem

is to not put anything up. So then we have all the information in a

computer somewhere or in someone's notebook, where we can't share it, where

we can't collaborate around it, where we can't understand it.

And so these are the kind of impacts of space.

And so we really want to think about the environment where innovation happens and

how do I make it conducive to the information processing problem I have and

also how do I make it motivating for people to operate within that space.

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