- Context
- A Note on Integrated Teamwork: Cross-Disciplinary, Multidisciplinary, Interdisciplinary, and Transdisciplinary
- Inspirations for This Book
- Section 1: Architecting the Vision
- Section 2: Assessment: Opportunity Recognition and You
- Section 3: Opportunity Recognition: Discovery and Formulation
- Section 4: Value Creation: Opportunity Shaping
- Section 5: Putting It into Practice: Stories from the Field
- The Disruptive Innovation Approach
This chapter is from the book
This chapter is from the book
This chapter is from the book
Section 2: Assessment: Opportunity Recognition and You
This section begins with assessing your innovation capability, which covers types of innovation and understanding the underlying motivations of your team members and cognitive barriers to and lubricants for creativity. This section also covers learning styles, team formation, and managing conflict for gain.
Teams are groups of people assembled to achieve something an organization deems important. Often teams are created to perform tasks or solve problems. Sometimes teams are formed because it seems easier than placing the entire burden on an individual. Teams can be temporary or semipermanent. When transdisciplinary teams are intentionally created, there is an implied disruption of normative disciplinary thinking. We suggest that explicitly transcending your field of knowledge to learn from and leverage colleague perspectives can be explosive. Managing that tension is the key to your success, as Sarah Singer-Nourie points out in Chapter 6, “Your Team Dynamics and the Dynamics of Your Team.”