CONCEPT DATABASE
EXPLAINING INNOVATION MINDSET FROM DIFFERENT ANGLES.
Mindset
Fundamentals of innovation mindset and behavior.
Professional Development
Can we teach students to innovate, create, and lead?
15 Things You Need to Know About The Innovative Concept Engineering Database
- Ikhlaq Sidhu
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Games for Innovative Behaviors:
Learn names of each person in a group of approx.. 10. Repeat names in sequence. Ice breaking and also helps in understanding sales process fundamentals.
Name Badge: Draw yourself on a name badge. Use for team formation. Discuss how every detail communicates, ie. Work ethic, desire to participate, sloppy, creativity, …
Teamwork: Form and grade assigned is that of the lowest score on team.
Drawing Communication
Lego Instructions from architect
Rejection therapy.
Video tape a rejection, acceptance, and/or most that can be asked with an acceptance.
Trading game: Get an item from instructor. Each team of 3-4 can trade for more value in as many times as possible in 3-4 hours typically.
The Take away game: This planning game only requires 15 coins of any kind. To play, the instructor can create multiple teams of two or have on group play another, with one representative from each team participating in each game until everyone has had a turn. The set up is simple: a coin is tossed to decide who goes first. Each side may remove two coins every time they call the it (heads or tails) correctly. The winner is the person/team removing that removes the last coin. The game can be made more complex by upping the number of coins a team can take when it’s their turn or by allowing coins to be put back. With increased complexity, the activity allows the teams a strategic planning stage. The goal is to have the players realize that simpler versions of the game can easily be planned and controlled by the team/person playing first.
Eye Contact: Pair people, have them stare into each other’s eyes for 60 seconds.
Classification Game Time Required: 10-15 minutes The classification game can be a quick icebreaker or a more complex activity. For the purposes of this example, we will treat this activity as a quick icebreaker. Before splitting the room into teams of four, explain the concept of “pigeonholing someone,” which means classifying someone as something or stereotyping someone. It should be made clear that this type of classification is subjective and unhelpfully judgmental. Instruct the participants to introduce themselves to those in their team and quickly discuss some of their likes, dislikes, etc. After the introductions, reveal to the teams that it will be their job to discover how they should classify themselves- as a team- into two or three subgroups by using criteria that contains no negative, prejudicial, or discriminatory judgments. Examples of these subgroups can include night owls and morning people, pineapple pizza lovers and sushi lovers, etc. This activity encourages coworkers to get to know each other better and enables them to collectively consider the nature of all individuals within the team.
Picture Pieces Game Time Required: 30 minutes This problem solving activity requires that the leader choose a well known picture or cartoon that is full of detail. The picture needs to be cut into as many equal squares as there are participants in the activity. Each participant should be given a piece of the “puzzle” and instructed to create an exact copy of their piece of the puzzle five times bigger than its original size. They are posed with the problem of not knowing why or how their own work affects the larger picture. The leader can pass out pencils, markers, paper, and rulers in order to make the process simpler and run more smoothly. When all the participants have completed their enlargements, ask them to assemble their pieces into a giant copy of the original picture on a table. This problem solving activity will teach participants how to work in a team and it demonstrates divisionalized ‘departmental’ working, which is the understanding that each person working on their own part contributes to an overall group result.
References:
Innovation Economy Cases:
Netflix Case Study, UC Berkeley, Revision Date Summer/2013 2013_Netflix_II-1
Google’s Acquisition of Motorola Mobility, UC Berkeley, Revision Date April 2012, link
Solyndra Case Study, UC Berkeley, Revision Date January 2012, link
Books:
Crossing the Chasm (Paperback) by Geoffrey A. Moore, Collins Edition 2006
Innovator’s Dilemma, Clayton Christensen
7 Habbits of Highly Effective People, Covey
Four Steps to Epiphany, Steve Blank
Lean Startup, Eric Ries
Art of the Start, Guy Kawasaki
Breakthrough Entrepreneurship, Jon Burgstone
Wall Street MBA, Advani, McGraw Hill 2006
Crucial Conversations: Tools for Talking When Stakes Are High by Kerry Patterson, Joseph Grenny, Ron McMillan and Al Switzler (Jun 18, 2002)
How to Measure Anything, Hubbard.
Magic of The Magic of Mindset: Liberating the Leader Within, Ronald Bennett, PhD Elaine Millam, EdD
Business Model Generation, Alexandar Ostwerwalder
Articles and Essays:
Why be Honest if Honesty Does Not Pay, Bhide
The New New Economy, Wired Magazine
Driven, Wired Magazine
Googlenomics. Wired Magazine
Attracting Stakeholders,” Amar Bhide and Howard H. Stevenson, pp. 211 – 222, in the Entrepreneurial Venture
“Discovery Driven Planning”, also available in Chapter 28 in the Entrepreneurial Venture
“The Challenge of Growth” also available in the Entrepreneurial Venture or at HBS.
Storytelling Tips from Salesforce’s Marc Benioff,” BusinessWeek, 11-03-09; Sarvary, M Story-telling-Benioff-Salesforce
Harnessing the Science of Persuasion, Robert B. Cialdini
The Core Competence of the Corporation by C.K. Prahalad and Gary Hamel
From Competitive Advantage to Corporate Strategy by Michael E. Porter
Integrated Marketing Communications, HBS, 9-599-087
Market Segmentation, Target Market Selection, and Product Positioning, Sarvary
Interesting articles and resources:
The Startups Most Likely to Succeed Have Technical Founders Who Quickly Hire Business people (Download with mark-up, Original at HBR)
Resources:
Guru.com, upwork.com, outsourcing.com
census.gov