哈佛商业评论案例研究号（哈佛商评通过数据驱动的方法来组织创造力）

哈佛商业评论案例研究号（哈佛商评通过数据驱动的方法来组织创造力）你所处的创新进程决定何种性格类型、特质重要。当你需要拥有强劲远见理念的人来创造出一大堆新点子，你就需要不同性格类型的人来使这些点子转变为现实。这也是你不想盲目追随性格类型的原因。相反，在你的团队培养性格的多样性。这里，你可以让其他部门的成员一起加入招聘流程，从而减少招到和自己形象相似或者让太多同类型因为其同质性而延缓创造力的人进入公司的风险——通常创业者容易会这么做。这些问题下，候选人拥有的视野、情绪和知识越多，他们越具备共鸣，因此更可能拥有创新力。有人过来问你问题时，你会怎么做?描述一次你身处于争论或者两难情形，你如何在理解了他人的想法后改变了看法谈论下你每个团队成员的需求和所想

作者：Bastian Bergmann，Joe Schaeppi 译者：IG_Wen

你如何确保你的公司有创新团队?基于我们创建创新团队的经验和以建立创新流程为目的资讯世界五百强公司：一个被证明其重要性却被长久忽视的关键成分是心理评估。

尽管许多组织已经针对招聘、领导发展、团建和主管教练使用了评估，但未将评估过多地延伸到招聘、建立更好的创新团队上。为什么评估如此重要呢?因为创新要求释放特别的性格类型、特点和引起心理安全的环境。经删选的调查，衡量过性格类型的创新团队比竞争公司产生高出95倍的利益并且新企业发展的有效性速度超出竞争公司900%。

虽然这样的结果可能很不寻常，他们建议采用评估流程、使用创建创新团队的工具能对你的组织产生积极效应。开启你理解创新类型很好的方式是每种性格研读一些，输入MBTI(麦氏人格类型表)、并且熟悉HBDI(全脑优势)以及很多人已经测试过的NEO-PI-R(人格量表)。这些不同的测试工具都表明典型的创新型人群专注于可能性以及拥有人们称作为有远见的思想类型。有远见思想的人通常凭借直觉整体地剖析问题、机遇的同时也会全局考虑。他们通过发散性思维想出各类点子，然后凭经验(求同思维)连接相似点，从而想出解决方法。否则不认为可行。此外共鸣(感同深受另一个人的能力)、情感稳定都是被预言伟大创新者创新的关键品质。

有人过来问你问题时，你会怎么做?

描述一次你身处于争论或者两难情形，你如何在理解了他人的想法后改变了看法

谈论下你每个团队成员的需求和所想

这些问题下，候选人拥有的视野、情绪和知识越多，他们越具备共鸣，因此更可能拥有创新力。

你所处的创新进程决定何种性格类型、特质重要。当你需要拥有强劲远见理念的人来创造出一大堆新点子，你就需要不同性格类型的人来使这些点子转变为现实。这也是你不想盲目追随性格类型的原因。相反，在你的团队培养性格的多样性。这里，你可以让其他部门的成员一起加入招聘流程，从而减少招到和自己形象相似或者让太多同类型因为其同质性而延缓创造力的人进入公司的风险——通常创业者容易会这么做。

相似的性格特点可能无法有力地推动某个点子，让它成功地成为某个具体的东西。例如：第一个原型。而相反的性格类型更适合。我们在WATTx使用的快速思维能力模型，叫做“快速构思草图”。我们对思维能力进行两轮测试。第一轮中，我们配对了相似性格特点的人。第二轮中，我们配对了相反性格的人而结果出人意料。后者，小组大多数人具有创造力、想出方案更有效率。因此，一旦了解你团队的性格特点，有效组合、配对成员性格来使潜在创造力最大化。

最好诠释一个点子进程的个人剖析图是创新S曲线：当你的新事业或者点子(创造力)逐渐达到至高点时，是时候思考下一个事业或者点子(正如S曲线一般)。相比初生点子阶段和对于远见的需求，这需要更强逻辑性、分析能力、组织性和连续性模式并确保性格类型。对你团队成员的性格类型了解并且积极地在创新S曲线进行中计划、测试他们来最好的利用团队中每个成员。

你也可以参考心理数据和你对你团队的了解创造一个情绪安全和稳定的文化：我们越了解团队成员，我们越能感同身受。团队中共鸣越多，情绪安全就越大。情绪安全越大，创造力就越大。

来自亚里士多德项目的谷歌数据表明：比起其他因素，心理安全基本上成为团队创造力好坏的基本。这就是为什么当你想要团队创新时——特别想要你的人用全速解决最困难问题的时候——需推崇看淡失败、勇于承担风险的井绳。例如：谷歌X实验室月球探测器项目，他们视失败为成功、团队庆祝完成项目，这样创造了心理安全并且鼓励更多承担风险的精神。

筹划性格类型不是说干就能干的简单任务。我们建议你纵向地追踪建立在个人和组织基础上特质分析的成功项目。保持弹性、不要强迫个体去做事与愿违的事。通过追踪获取视野来调整个性类型的组合来更好的为你的公司、团队和个体创造最有效的设置。

即使你采用了我们以上列出的步骤，还是可能无法拥有“完美”团队——但是你正在组建的团队越具创新力，你的公司将越接近产出更多更好点子的边缘，从而更有潜质成为现实生活中的成功写照。

Basti Bergmann是WATTx公司的首席执行官，一家专注于工业和消费者物联网解决方案的创新型实验室。先前，他就职于波士顿咨询公司，专攻于能源板块，致力于数据策略、商业模式创新和创新管理。

Joe Schaeppishi是大鱼游戏用户体验的高级经理，Epicstoke的同伙人，乐斯菲斯(服装品牌)运动大使并且是专治冒险心理疗法的诊所咨询师。先前作为麦肯广告的用户体验主管，他为像因特尔、威瑞森和思科这样公司创建了以应用心理学为基础的体验。

A Data-Driven Approach to Group Creativity

Bastian BergmannJoe Schaeppi

How can you ensure that your company has innovative teams? Based on our experience building innovation teams and consulting for Fortune 500 companies on setting up innovation processes a key component that has proven to be paramount but consistently neglected is psychological assessment.

Though many organizations already use assessment for hiring leadership development team-building and executive coaching it has not been extended much to hiring and building better innovation teams. Why does this even matter? It matters because innovation requires specific personality types characteristics and an environment that engenderspsychological safety to be unleashed. In select studies innovation teams that leveraged personality types generated 95 times more profit and increased the speed as well as effectiveness of new business development by over 900% compared to their counterparts.

While results like that are probably pretty unusual they suggest that applying assessment processes and tools to building your innovation team is likely to have a positive impact on your organization. A good way for you to begin understanding innovative types is to read a little bit about each personality type in the MBTI and be familiar with the HBDI along with theNEO-PI-R as many people have taken these tests. What these various assessment tools have shown is that innovative people typically focus on possibilities and exhibit what is often referred to as a visionary thought style. Visionary minds generally think intuitively and holistically about problems and opportunities while integrating as well as synthesizing different lines of thought. They create multiple ideas through divergent thinking and then cognitively connect the dots (convergent thinking) often uncovering new solutions otherwise not thought possible. Additionally empathy the ability to understand and share the feelings of another person and emotional stability are key qualities directly related to creativitywhich are some of the largest predictors of great innovators.

For access to the commercially available assessment tools and help using them reach out to the companies that own the assessment tools or to an industrial organizational (I/O) psychologist who can administer them to your team.

But even without formally testing job candidates or existing team members you can start to detect innovators during the interview process by crafting questions that target innovation traits: resilience emotional stability flexibility openness to new experience and empathy. For example to help assess divergent and convergent thinking you might ask the candidate to come up with a multitude of varying solutions to a problem and then see if they are able to draw connections between those solutions to find a novel approach. If you want to test a person’s empathic abilities have them create a persona for a new product or ask them to tell a story about a day in the life of a potential customer to see whether they can take on the perspective of someone else. Both exercises will give you valuable clues as to how well the applicant can connect with others both emotionally and intellectually. Additional specific questions to address empathy can be:

What do you do when someone comes to you with a problem?

Describe a time when you were in an argument or difficult situation and you changed how you saw the situation after understanding the other person’s perspective.

Talk about what each member on your team needs and how they feel.

The more insight emotion and knowledge the candidate has around questions like these the more empathic they are and hence the more innovative potential they possess.

Depending on which stage of an innovation process you are in different personality types and qualities matter. While you need people with strong visionary mindsets to generate tons of creative ideas you will need different personality types to actually turn those ideas into reality. That’s why you don’t want to blindly follow personality types; instead foster diversityin personality types among your team. Here involving other team members in the hiring process can help. It lowers the risk of hiring in your own image and bringing too many similar people on board which can deter innovation through homogeneity—something startup founders are often prone to do.

Personality types too similar to one another will likely not be able to advance an idea enough and frame it into something specific that could be turned into for example a first prototype. For that opposite personality types are much better suited. In a fast-paced ideation format we use at WATTx called “rapid idea sketching” we experimented with two rounds of ideation. In round 1 people of similar personality types were paired. In round 2 the opposite was the case — with surprising results. In the latter the vast majority of teams were more creative and more efficient in coming to a solution. So once you know the personality types on your team actively mix and match personalities to maximize the innovation potential.

A good illustration of mapping personality profiles along the journey of an idea is the innovation S curve: when your new business or idea (the innovation) gradually approaches its peak it is time to think about the next business or idea (in this case curve). This requires a much more logical analytical organized and sequential style and hence personality type compared to the original idea generation and its need for vision. Be aware of the personality types on your team and actively map as well as test them along the progression of an innovation S curve to best utilize the skills of each member of the team.

You can also use psychological data and what you know about your team to help create a culture of emotional safety and stability: the more we understand our team members the more we can empathize with them. The more empathy there is on a team the more emotional safety. The more emotional safety the more innovation.

Google’s data from its Project Aristotle indicated that psychological safety was fundamentally more crucial to how well teams innovated than anything else. This is why when you want your team to innovate you have to make failing easy and reward taking risks— especially if you want your people to run at the hardest problems at full speed. Google’s moonshot factory X for example does this by celebrating the teams that kill their projects because they see failure as a success which in turn creates psychological safety and encourages more risk-taking.

Mapping personality types is not an easy task right off the bat. We suggest that you longitudinally track project successes based on profile traits of individuals and groups. Simply remain flexible and do not constrain or put individuals in a counterproductive “box.” Take insights from your tracking and adjust the combinations of personality types to create the most effective setup for your company your team and each individual.

Even if you apply the steps we outlined above you likely won’t get the “perfect” team— but the innovative team you’re building will give your company an edge in generating more and better ideas with greater potential to translate into real-life success.

Bastian Bergmann is the CEO of WATTx an innovation lab focused on industrial and consumer IoT solutions. Previously he worked for The Boston Consulting Group mainly in the energy sector focusing on digital strategy business model innovation and innovation management.

Joe Schaeppi is the senior manager of user experience at Big Fish Games the co-founder of Epicstoke an athlete ambassador for The North Face and a clinical counselor specializing in adventure-based psychotherapy as well as neuropsychology. Previously as a user experience director at McCann Erickson he created experiences grounded in applied psychology for companies like Intel Verizon and Cisco.

文章来源36大数据，www.36dsj.com ，微信号dashuju36 ，36大数据是一个专注大数据创业、大数据技术与分析、大数据商业与应用的网站。分享大数据的干货教程和大数据应用案例，提供大数据分析工具和资料下载，解决大数据产业链上的创业、技术、分析、商业、应用等问题，为大数据产业链上的公司和数据行业从业人员提供支持与服务。

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