(highlight:: Non-Hierarchical Structures Facilitate Crowd-Sourced Creativity in Teams and Organizations
Summary:
Successful teams that solve complex problems function more like nimble ant farms or shoals of fish, the ones that can move around obstacles.
Design swarms combines design thinking and swarm creativity to achieve this agile and collaborative mindset. This allows for learning from each other, embracing invisible leaders, and unlocking untapped creative potential in the enterprise.
Transcript:
Speaker 1
More and more we are seeing that the teams that are successful in solving complex problems elegantly are no longer the ones that function like top-down command and control organizations. But because problems shift so quickly and have so much complexity, that the teams that are successful had behaviors that are more nimble like ant farms or shoals of fish that can move Around obstacles. So we already know that's a phenomenon out there that we know that there are some teams that are able to do this and some teams are not able to do this, right, where design swarms comes in, It's instrumenting this way to do it by bringing together swarm creativity and design thinking. So the design thinking part of it is, of course, a solid process, a repeatable process. The swarm creativity is the structures and the mindsets, the mindsets of being able to not be overly tied to roles, the mindset of learning from each other, the mindset of being very Agile and collaborative, the mindset of being boundless, the mindset of looking for invisible leaders who might lead a certain part of the process, right, the mindset of really allowing Folks who have got something to contribute but previously weren't able to contribute because of hierarchies, the hidden contributors to be able to now actually add value. And so what I believe, the same thing that exists in low resource communities, which is this huge pool of untapped creative potential also exists in enterprise and in enterprise, the Number of people who got creativity but don't really get to contribute that creativity towards the offering that the enterprise puts out in the world,)
- Time 0:20:16
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(highlight:: Your Job as a Leader is to Setup the Conditions for Creativity to Emerge
Summary:
The new role of a designer is to be a multi-discipline leader who orchestrates and operationalizes frameworks, instead of focusing only on their own creativity.
This requires giving up attachment to their ideas and relying on the swarm for new ones, ultimately driving organizational change.
Transcript:
Speaker 1
I think what we are really seeing is this new orchestrated designer, the multi-discipline leader who can lead a lot of people but also requires a giving up which is it's not as a designer, It's not about my creativity. It's about other people's creativity. My creativity now is not towards the product but it's about creatively setting up the frameworks orchestrating, operationalizing and all of those other things that are closer to Driving organizational change, inspiring very leader-like qualities. Part of that giving up that you mentioned is so critical because as somebody leading this you can't be attached to your ideas because you're depending on the ideas to come from the swarm.)
- Time 0:24:12
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(highlight:: Non-Hierarchical Structures Facilitate Crowd-Sourced Creativity in Teams and Organizations
Summary:
Successful teams that solve complex problems function more like nimble ant farms or shoals of fish, the ones that can move around obstacles.
Design swarms combines design thinking and swarm creativity to achieve this agile and collaborative mindset. This allows for learning from each other, embracing invisible leaders, and unlocking untapped creative potential in the enterprise.
Transcript:
Speaker 1
More and more we are seeing that the teams that are successful in solving complex problems elegantly are no longer the ones that function like top-down command and control organizations. But because problems shift so quickly and have so much complexity, that the teams that are successful had behaviors that are more nimble like ant farms or shoals of fish that can move Around obstacles. So we already know that's a phenomenon out there that we know that there are some teams that are able to do this and some teams are not able to do this, right, where design swarms comes in, It's instrumenting this way to do it by bringing together swarm creativity and design thinking. So the design thinking part of it is, of course, a solid process, a repeatable process. The swarm creativity is the structures and the mindsets, the mindsets of being able to not be overly tied to roles, the mindset of learning from each other, the mindset of being very Agile and collaborative, the mindset of being boundless, the mindset of looking for invisible leaders who might lead a certain part of the process, right, the mindset of really allowing Folks who have got something to contribute but previously weren't able to contribute because of hierarchies, the hidden contributors to be able to now actually add value. And so what I believe, the same thing that exists in low resource communities, which is this huge pool of untapped creative potential also exists in enterprise and in enterprise, the Number of people who got creativity but don't really get to contribute that creativity towards the offering that the enterprise puts out in the world,)
- Time 0:20:16
-

(highlight:: Your Job as a Leader is to Setup the Conditions for Creativity to Emerge
Summary:
The new role of a designer is to be a multi-discipline leader who orchestrates and operationalizes frameworks, instead of focusing only on their own creativity.
This requires giving up attachment to their ideas and relying on the swarm for new ones, ultimately driving organizational change.
Transcript:
Speaker 1
I think what we are really seeing is this new orchestrated designer, the multi-discipline leader who can lead a lot of people but also requires a giving up which is it's not as a designer, It's not about my creativity. It's about other people's creativity. My creativity now is not towards the product but it's about creatively setting up the frameworks orchestrating, operationalizing and all of those other things that are closer to Driving organizational change, inspiring very leader-like qualities. Part of that giving up that you mentioned is so critical because as somebody leading this you can't be attached to your ideas because you're depending on the ideas to come from the swarm.)
- Time 0:24:12
-