TEAM INNOVATION · Developing Innovative Capabilities in Teams
7РП — „Хора“ (Действия „Мария Кюри“)
- Период
- 2011-10-01 → 2015-09-30
- Финансиране от ЕС
- 100 000 €
- Участници
- 2
- Схема
- MC-IRG
Линиите свързват координатора с партньорите.
Накратко на български
Екипната работа при творчески задачи изследва как групите се справят с противоречиви изисквания, като например създаването на оригинален продукт при строг бюджет и време. Разбирането на тези процеси помага за подобряване на креативността и ефективността при постигане на няколко цели едновременно.
Кратко обяснение, генерирано от езиков модел по текста на CORDIS. Оригиналът е по-долу.
Резултати накратко
Developing Innovative Capabilities in Teams
In organizations across industries, creative and innovative tasks such as problem solving and product design frequently occur in teams. Yet teams often fail to realize their creativity potential, in part because doing so requires them to use multiple, often inconsistent, perspective, goals, processes and outcomes. To be creative, teams must be novel and useful, diverse and cohesive, generative and evaluative, as well as passionate and disciplined. Teams must promote personal initiatives while coalescing around a shared vision, and encourage members to break the rules, while also adhering to boundaries and constraints. This project examines conditions, mechanisms and processes that enable teams to benefit from competing demands. In several related studies I examine: (1) the effect of a paradoxical frame - a frame that fosters the recognition and embracement of contradictions - on team creativity, (2) the ability of teams to create while adhering to cost and time constraints and (3) the effect of different managerial approaches for managing contradictory goals and task demands. The research findings suggest that adopting a shared paradoxical frame improves teams’ ability to develop creative products that are both original and feasible relative to other frames. Moreover, a paradoxical frame improved the ability to develop creative products while adhering to time and cost constraints. A study comparing different managerial approaches for managing contradictory goals and task demands revealed that simultaneously focusing on two competing goals is more beneficial for creativity than sequentially shifting between goals. Simultaneous focus on opposing goals enables synergies and the changing pf emphasis on each goal in response to different situational and task changes.
Текст от CORDIS, на английски · Данни: CORDIS, © Европейски съюз
Цел на проекта
To maintain and enhance their effectiveness within rapidly changing environment, organizations need to continuously develop creative products processes and services and implement them within budget and quality constraints. To achieve this goal, organizations increasingly rely on teams, consisting of members with different knowledge, skills and perspectives. Paradoxically, the processes leading to idea creation and implementation may contradict each other. Idea creation requires flexibility, out-of-the-box thinking, exploration, risk taking and tolerance of mistakes. Idea implementation, in contrast, happens within organizational constraints and includes promoting the idea through the acceptable channels, prototyping, testing, and assuring that the products, processes or services are reliable and meet customers’ requirements. The first objective of the proposed project is to examine whether teams can improve their innovation capabilities by learning how to reconcile the contradictory requirements, inherent in the innovation process. The second objective is to distinguish between different types of organizational constraints (i.e., structural vs. process constraints) and test their effect on team innovation. The third objective is to compare three managerial approaches for managing strategic contradictions (i.e., ambidexterity, sequential and hybrid) and test their effect on team innovation. The suggested project will be conducted in a laboratory setting using a product development simulation. In Phase 1, three-member teams will be asked to develop a creative product while adhering to cost and/or quality constraints. In Phase 2, three-member teams will be trained to manage contradictory requirements using one of three managerial approaches, and then will perform the product development task. The primary dependant variables will be creativity and adherence to constraints. In addition, possible mediating team processes will be examined.
Оригинален текст от CORDIS (на английски).
Участници
Връзки
Данни: CORDIS, © Европейски съюз