Presentation on theme: "Additional notes for Contribute to workplace Improvements"— Presentation transcript:
1 Promote Innovation BSBINN301A – Promote innovation in a team environment Additional notes forContribute to workplaceImprovementsWith Sue Cameron
2 Promote innovation in a team environment Create opportunities to maximise innovation within the team
3 Promote innovation in a team environment Expected outcomes today:Explain why feedback is important to improving work practicesExplain what a well rounded team should include
4 Promote innovation in a team environment This unit of competency is about being able to participate and support the processes around developing new work practices
5 Overview of the Subject This course is broken up into four different topics. They are:Create opportunities to maximise innovation within the team – here we will see why new ideas and improving work practices are required and how ideas are collected and evaluated
6 Overview of the course2: Organise and agree effective ways of working – We will examine how through the use of the company’s human resources we can facilitate innovation and change within an organisation.
7 Overview of the Subject 3: Support and guide colleagues – We will look at the process of change and what support is required to make change successful.
8 Overview of the Subject 4: Reflect on how the team is working – Finally we will look at the change process, how it is kept on track and measuring the value of any change
9 Create opportunities to maximise innovation within the team “ Nothing is particularly hard if you divide it into small jobs” – Henry Ford
11 FeedbackFeedback is vital to encourage further feedback and improving work practices in the following ways:Individual feedback – is the extent that an individual receives specific information (praise, blame or any other comment)Clear and direct evaluation or results of the work itself can indicate where work is “ on track” or “off track” and requires improvement
12 FeedbackThis process of feedback is often in the form of performance appraisal but also can happen in informal conversations daily.Feedback needs to be positive and used constructively. Given negatively, feedback can be seen as threatening and seen as the basis of poor employee relations. This will be counterproductive.
13 Feedback Constructive feedback should be based on: Good communication skillsTrust between partiesSpecificsFactual informationNo more information than the receiver can handleSomething that the receiver can do something about
14 Group FeedbackGroup feedback – is often more effective than providing it to just one personMany innovative ideas will be produced from a group or team who have a range of skills and can pool these skills and knowledge to come up with better solutions
15 Group FeedbackFeedback is important to getting results within a team, because without a sound understanding a team of individuals may get the same message but interpret it different ways
16 Group FeedbackThe team members need to communicate and this communication needs to be:EffectiveAccurateUnderstoodFeedback is essential to ensure that communication is understood and acted upon
17 Innovation and creativity – Making it work The creation of ideas within an organisation is dependant on the flow of people and information between the company and the environmentOutside information, whether its from new employees, customers, consultants or from a website may provide the source of alternative approaches or technologies used by suppliers, competitors or similar organisations
18 Which are the changes to run with? Being innovative and having lots of great ideas doesn’t mean implementation or change will happenCertain factors need to be considered:
19 Which are the changes to run with? The innovation and change being considered needs to be in line with what the organisation wants to achieveA company that wants to focus on its core business ( e.g. manufacturing widgets) is more inclined to look at technology to improve its business rather than hire an electrician in case the machinery breaks downManufacturing is its core business, repairs are not, so it would be a better fit to outsource that part of the business
20 Which are the changes to run with? The innovation and change needs to be realistic and relevant to the organisation – Lets look at the example of the company producing widgets. Its sells 100,000 widgets per year and has 50% of the total marketThe company has two options:
21 Which are the changes to run with? 1: A simple and cheap machine ( $5,000) that would reduce costs/widget by 5% and allow another 20% to be produced2: An expensive ($100,000) highly technical machine which could produce over 1,000,000 per year at a reduced cost per unit by 10% - as long as that many were produced
22 Activity 1Which option would the company consider to be realistic and relevant?
25 Which are the changes to run with? Looking at Option 2 is it realistic for the company to sell 1,000,000 widgets in a year? No….the market currently is only 20% of that number!Would the cost/unit reduce if the machine was to produce only 20% of its capacity? – Probably not!
26 Which are the changes to run with? And the cost?... What else could be done with $95,000 that could benefit the company?....Plenty of things!Would repairs and maintenance on the highly technical machine be more expensive?....Probably!
27 Which are the changes to run with? It is fairly obvious that Option 1 is more relevant and realistic when looking at the company’s current position
28 Which are the changes to run with? If an idea is submitted to management, the idea itself is not enough, management needs to consider the resources required to make it happenIf we use the example of the widget making machine we can consider what resources are required to implement option 1?
29 Which are the changes to run with? Technical expertise – Needed to fit the machine and fix the machine if it breaks down.Space – Can we easily install the machine or do we have to redisn the premises?Money – Do we have $5,000 for the machine and all other costs?Manpower – Are more staff or additional training required?Time – How much downtime would there be ( not just installation but consider meetings , training etc) and what are the windows of time available remembering the company’s production commitments?
30 Which are the changes to run with? Change not only need to be realistic but it must also be timely in order to achieve the goals required
31 SMART change Change like goals should be SMART S – Specific M – MeasurableA – AchievableR – RealisticT - Timely
32 Selecting Team Members A well rounded team includes a mix of people and skills. The team should include:Some individuals who intimately understand the current process ( experts – could be at any level in the organisation)Some individuals who actively use the process and work closely with customersSome technical wizards
33 Selecting Team Members Some individuals who are completely objective toward the process and outcome ( consultants may fall into this category.Customers of the process( when possible) and suppliers ( those people who are involved with the process at the boundaries)Some individuals who are not familiar with your process ( someone who brings a fresh perspective and outlook to the team)
34 Selecting Team Members You need the “ best and brightest” on your team but they must work well together for the project to succeed. When selecting team members, make sure that they are:Creative and open mindedGood team playersWell respected among peers, stakeholders and other business leaders
35 Team size considerations The recommended size for innovative teams is 3 to 12 members.Smaller teams – 3 – 4 people work faster and produce quicker results.Teams greater than 7 to 8 members often require sub-teams to be formed in order for the team to operate properly.
36 Team size considerations If you require more than 8 members consider establishing a smaller core team of three to four people to manage the overall project and then divide into sub-teams of 2 to 4 members
37 Team size considerations The argument for larger teams is greater functional representationThis representation brings different perspectives to the table and a greater knowledge baseThe trade off is that larger teams move more slowly through the creative process and the members are often part - time
38 Suggested team roles Team Leader Taking accountability for the project outcomeSelecting the methodologyPlanning the projectInteracting with the steering committeeManaging the budgetLeading the team
39 Suggested team rolesProject Manager ( same as team leader for small teams)Project scheduling and milestone trackingManaging all sub team activitiesMonitoring progress and identifying jeopardy items.
40 Suggested team rolesFacilitator ( not always required for small teams)Facilitating team meetingsStaying objectiveBringing order and focus
41 Suggested team roles Team Members Learning from others Designing the overall solutionImplementing the design
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