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| Any set of components which could be seen as working together for the overall objective of the whole |
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| The design, production, and maintenance of trustworthy, large-scale, complex, and multi-disciplinary systems |
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| the organized, thoughtful development and testing of characteristics of new objects hat have a particular configuration or perform some desired functions that meets our aims without violating any specified limitations |
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| thinking up new things (looking beyond the obvious) |
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| is doing new things. The application of creativity and leads to a permanent change |
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| results in a more useful product, process, or procedure |
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| Approaches to Problem Solving |
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Scientific Method
creative thinking
polya's method
analytical thinking
team problem solving
creative problem solving
system decision process |
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| Inductive data, deduct solutions, test alternatives, implement best sol. |
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| Exploration of resources, possibilities, define decision, verification/mods |
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| Problem? Plan solution, look at alternatives, carry out plan/check results |
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| Define and sketch system, model the problem, conduct analysis, evaluate |
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| Team approach, collect data, deal w/ emergency, find root causes, test corrective plan, implement plan, prevent recurrence, and recognize team |
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| Prob definition, idea generation, idea evaluation, idea judgment, follow-up |
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| Prob Definition, Solution Design, Decision Making, Implement Solution |
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| (draw curve) – paradigm refers to a set of rules and regulations that define boundaries and help us to be successful within these boundaries, a shift is when one of these barricades are broken, resulting in something that was previously thought to be impossible – this has to do with the 4 minute mile we discussed in class, originally thought impossible once the paradigm shift occurred multiple people broke the barrier as well |
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engineering
management
engineering management |
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| the profession in which a knowledge of mathematical and natural sciences gained by study, experience, and practice is applied with judgment to develop ways to utilize, economically, the materials and forces of nature for the benefit of mankind – engineers apply the theories of science and math |
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| a set of activities directed at an organization’s resources with the aim of achieving organizational goals in an efficient and effective manner |
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| – managing technical people within technical organizations, the art and science of planning, organizing, allocating resources, directing and controlling activities which have a technical component, look at circle chart/definitions on slide 17) |
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| 4 Major Functions of Management |
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Definition
planning
organizing
leading
controlling |
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| what are we aiming for and why? |
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| what encourages people to do their best work |
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| who judges results and by what standards |
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| systems decision process (each may need defs fig 1.5 PDH) |
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Definition
-establish system needs
-develop system concept
-design and develop system
-produce the system
-deploy the system
-operate the system
-retire the system |
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Definition
problem definition
solution design
decision making
solution implementation |
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| myers briggs type indicator |
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Definition
| a psychometric questionnaire designed to measure psychological preferences in how people perceive the world, 4 dimensions, and 16 personality types |
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Definition
Where do we draw our energy from
extroversion
introversion |
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| outside world is their energy source |
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how do we structure our world?
judging-likes things neat/orderly
perceiving-like things flexible/spotaneous |
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Definition
how do we make decisions?
thinking-decisions based on logic
feeling-based on a value system or beliefs |
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Definition
how do we get our data?
sensing-absorbs data in literal concrete fashion
intuition-generates abstract possibilities from info that is gathered |
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| analyze mousetrap article |
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Definition
verbal
mathematical
visual
sensory |
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| constrained by syntax, linear, logical structure |
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| utilizes symbols, abstract – often follows patterns |
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| sees’ things around us, imagination, sketches, not bound by rules |
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Definition
| important to memory, input from senses have direct bearing on problems |
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Definition
| the intersection of knowledge skill and desire |
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| memory-visualization techniques |
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Definition
association
work subs
memory link/story chain
phonetic alphabet |
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Definition
| link material to what you already know |
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| sub a tangible object for an intangible thing |
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| link images through development of a story |
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| the alpha-numeric code, useful for remembering dates |
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Definition
| Thinking aid, quick and easy to portray, helps visualization and rapid communication |
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| Herrmann Brain Dominance Model – Benefits |
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Definition
| Personal Benefits, Organizational Benefits, understanding brain dominance model and your own thinking patterns can improve teamwork and communication skills, using multiple thinking styles can help meet the changing styles of the global marketplace – a ‘whole-brain’ team will increase effectiveness 30-100% |
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Definition
| Analyzer –logical thinking, analysis of facts, critical eval, processing number |
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Definition
| Administrator/Organizer – detailed, operational planning, manuals, schedules |
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Definition
| Personalize –social, interpersonal, care giving, spiritual, intuitive |
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Definition
| Visualizer – conceptual, strategic, imaginative, big-picture thinker |
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Definition
| play devils advocate, get info about an unknown subject thinkers break the problems into parts and analyze |
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Definition
cook a new dish with a complicated recipe, visit a manufacturing plant
people set up procedures and follow steps |
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Definition
spends most of conversation listening, explores spirituality
talk over the problem and context, develop alternatives |
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Definition
| look at big picture not details, imagine yourself in 20 years looks at the whole pictures and context, develop several alternatives |
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| Hedgehog Concept - 3 overlapping circles |
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Definition
1) what are you passionate about?
2) what are you the best in the world at?
3) what can you make money at?
the area where these circles overlap is where you want to be and where great ideas/companies will happen |
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| Barriers to Whole-Brain Thinking |
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Definition
| more difficult to manage, tough to encourage creativity, fear risk and change, managers give up too soon, old methods are seen as adequate, creativity makes analytical thinkers uncomfortable, some organizational structures discourage teamwork, customer needs are not defined-need for change is not recognized |
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| more knowledge available on cross-functional teams, synergy-people interact on each other ideas, team has better chance of identifying the 'best' solution, people more willing to accept the solution if they are part of the process, members learn from each other, members develop leadership skills |
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Definition
| larger investment of personnel time is needed, lower efficiency, conflict may impair productivity, teams suffer through 'group think' through extreme conformity or peer pressure |
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| Traditional Engineering v. Concurrent Engineering – |
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| Benefits of a ‘Whole Brain’ Team - |
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Definition
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| Tuckman Model for Team Development |
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Definition
1) Forming
2) Storming
3) Norming
4) Performing
5) Reforming |
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Term
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Definition
| when group is formed, teams act like individuals, cautious |
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Definition
| not getting much done, disagreements, blame and impatience |
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Definition
| team objectives are worked out collectively |
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| team becomes cohesive unit, team accepts strength/weakness |
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Definition
| team has matured, acts like team outside of formal settings |
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| team members roles and responsibilities |
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Definition
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Definition
| make sure everyone understands the purposes of team, have specific operating guidelines, allow time for convergent/divergent discussion, use HBDI and creative problem solving models |
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| Tools to improve team productivity |
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Definition
1) have a mission statement (overall purpose, stakeholers, constraints, budget, deliverables) and time table/project plan
2) team member roles (note taker, observer, leader, meeting leader) ground rules
3) meeting agendas (to remain on task), meeting notes (future reference) |
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| Benefits of good verbal and written communication |
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Definition
| verbal communication skills are important to building an effective team, good communication is critical in times of rapid change, most common frequent reason that people are fired is bc they don't get along w/ boss/colleagues, successful negotiations, lowers stress and increases productivity |
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Term
| The communication model (sender, receiver, message, filters) - |
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Definition
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Term
| Quadrant related barriers (what drives each quadrant crazy?)-A |
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Definition
| Excessive chatter, illogical comments, lack of facts/data, inappropriate informality, lack of clarity, ‘off track’ communication |
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Term
| Quadrant related barriers (what drives each quadrant crazy?)-B |
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Definition
| Going on and on, no clear agenda, disorganization, incomplete sentences, no closure, too many ideas at once |
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| Quadrant related barriers (what drives each quadrant crazy?)-C |
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Definition
| No interaction/eye contact, no time for personal sharing, insensitive comments, being ignored/cut off, all data, no nonsense, critical judgment/attitude |
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| Quadrant related barriers (what drives each quadrant crazy?)-D |
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Definition
| Repetition/boring topics, ‘playing it safe’, absence of humor, drowning in detail, too many numbers, resistance to new approach |
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Term
| Keys to Good Communication |
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Definition
1. Communication is only good when it is transmitted, received, understood and acted upon
2. A good communicator is a good listener
3. A positive attitude is important – good body language
4. Communicate according to THEIR thinking preference |
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| Criteria for Effective Technical Communication |
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Definition
| Clarity, concise, accurate, precise, thorough, logical, audience focus, credible, timely |
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| How to be a good listener? |
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Definition
| Accept people’s feelings as genuine, trust people to solve their own problems, listen to understand/not judge, do not ‘correct’ the message, do not finish people’s sentences, do not jump to conclusions, do not prejudge, pay attention/eye contact, ask questions/non-verbal feedback |
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| Be able to discuss ‘elevator speeches’ |
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Definition
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| How to remove ‘false assumptions’? |
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Definition
| Don’t jump to conclusions, don’t forget to explore all alternatives, quick thinking is mistaken for understanding, avoid critical use of intelligence to constructive use |
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Term
| How to remove habits we have been taught? |
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Definition
| Search for alternatives, encourage diversity in thinking, look for the unexpected, explore the broader picture, question arbitrary criteria |
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Term
| How to remove attitude and emotion barriers? |
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Definition
| Put on different hats for different emotions, white-data based, green – creativity, blue – process control (organizational), red hat – intuition (gut reaction), yellow hat – think positive, black hat – look at the negatives |
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Term
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Definition
| Be curious, obtain a solid foundation, invent to satisfy, look for new ways to do things, question conventional wisdom, observe trends, realize that most progress is made in small steps, believe in your ability to succeed, have self-control, have a sense of wholeness, be persistent/unselfish/willing to work hard |
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Term
| Traits of creative thinking |
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Definition
1. Look for the unexpected – is the idea ‘different’
2. Does the idea show flexibility
3. Is the solution a synthesis of ideas – synergy
4. Is it an improvement of an existing concept
5. Does it have a potential for further development even though ‘useless’ in present form
6. Does the idea ‘feel right’?
7. Does the solution respond well to the situation
8. Does the solution have a sense of wholeness
9. Does the solution work on several levels
10. Did the person listen to ‘something inside the head’
11. Was the solution a result of brainstorming
12. Is the idea novel? Or is it a novel combination of unusual application of well known components |
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Term
| Remember the conversation about the Netflix article in class |
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Definition
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| What is creative abrasion? |
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Definition
| Creative abrasion brings two teams, people, or ideas together like flint and steel. It creates sparks that ignite a wildfire of ideas or innovation |
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| How to make creative abrasion? |
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Definition
1) Have a common goal and display it
2) Make team guidelines
3) Have an agenda that contains time for divergent and convergent discussion |
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Term
| Comfortable Clone Syndrome |
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Definition
| happens when we surround ourselves with others who think and share similar ideas |
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Term
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Definition
| these are the different preferences that we use to solve problems |
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