GRD301 Innovation and Entrepreneurship Session 2 PDF

GRD301: Innovation and Entrepreneurship GRD301: Innovation and Entrepreneurship Innovation and Entrepreneurship Course Learning Outcomes (CLOs): Upon completion of the course, students will be able to: 1.Understand and apply concepts in innovation and entrepreneurship. 2. Identify drivers of innovat...

GRD301: Innovation and Entrepreneurship GRD301: Innovation and Entrepreneurship Innovation and Entrepreneurship Course Learning Outcomes (CLOs): Upon completion of the course, students will be able to: 1.Understand and apply concepts in innovation and entrepreneurship. 2. Identify drivers of innovation and apply this understanding to identify opportunities for innovation in the healthcare. 3.Empathize with others to understand the different perspectives that exist in any given situation/context and use this understanding to solve complex problems. 4. Use tools of innovation to solve problems in the healthcare sector. 5.Use the tools of entrepreneurship to evaluate the feasibility of a startup opportunity with a customer- centered focus. 6. Apply problem solving, critical thinking and teamwork skills to complex real-world problems. 7. Use creative skills to persuade others when pitching or writing about ideas and plans. Team Development Stages Stage 1: Forming Forming - members (in new team) become acquainted. Forming It is the first of the five stages and it is when members meet for the first few times. Team members begin gathering information and set ground rules and identify expectations. Because of an individual’s need to be accepted, team members often avoid conflict during this stage. Leadership (i.e. manager, supervisor) will help the team to define their processes. At this stage, the leader needs to be directive and understand the requirements for team training to move through each stage. Stage 2: Storming Storming - conflict may begin. Members tend to focus on details rather than the issues at hand, and compete for influence. Low trust is evident at this stage. The team needs to select their desired leadership style (who and how is the team led) and decision methodology (how and who makes decisions). Team members begin suggesting solutions to problems and identify more effective ways to achieve goals. The team is expected to find out how they are to function interdependently. The team leader can help by stressing tolerance and patience; and should guide the process towards clear goals, defined roles, acceptable team behaviour, and a mutual feedback process for team communication. Stage 3: Norming Norming - members reach agreement. The team develops work habits that support group rules and values. Once a team is able to discuss and resolve differences, the team enters this stage where members agree on a common goal and a course of action to achieve that goal. The team demonstrates effective communication, trust in members’ abilities, and positive cooperation. Even though some team members have to concede, all team members are expected to take responsibility for the decisions that lead to effective cooperation. Stage 4: Performing Performing - members work together Members are performing well as a cohesive unit. There is little conflict, and teams are expected to work interdependently to make decisions, complete tasks, and foster team creativity and effectiveness. Members share information, learn from one another, and are self-directive and motivating. Team is self-directing in development of plans and strategy to meet their goals. Personal growth is encouraged throughout membership of the team. The leader becomes a facilitator aiding the team in communication processes and helping if they revert to a prior stage. Stage 5: Adjourning/Transforming In INNOVATION and/or PROJECT related teams there is a 5th stage: Adjourning or Transforming – Team disbanded/ or transformed to carry out a new project/set of tasks. This stage depends on the duration a team is expected to work together. For project-based teams, team members go through a phase of finalization where they celebrate successes, and/or transform as a (new) team to execute a new project. For continuous work teams, teams progress into the highest level of team development, which encompasses developing as individuals and adjusting to changing demands and expectations. Scholtes, Peter. R., B L. Joiner, and Barbara J Streibel. (2003) ‘’The Team Handbook’’ (3rd ed.) Tuckman, Bruce W (1965). "Developmental sequence in small groups". Psychological Bulletin. 63 (6): 384–399. Tuckman, B and M A C Jensen (1977), ‘Stages of small group development revisited’, Group and Organization Studies, vol.2, no.4, pp.419-27.