In these next two videos, we will discuss teams who were charged with developing a specific product or service within a larger organization. These teams tend to suffer from group think. So we'll specifically look at strategies to combat this counterproductive team behavior. We will focus on a case study of IDEO, the industrial design and consulting firm. Which uses design thinking, to spur creativity. IDEO believes, that there is no precise framework for innovating. But that innovation starts, with understanding the needs of the people you are trying to serve, and determining the right questions. The company offers a design for change studio that focuses on organizational design and what tools and methods will help companies develop stronger processes for innovation and build a stronger culture. Because IDEO's background comes from mechanical engineering and product development channeled into a tangible way of problem solving, their methods are especially useful for product development teams To gain insight on how product development teams can achieve high performance, I interviewed Fauzia Musa, a design researcher at IDEO. Next, we will learn about the six core values and six principles that IDEO employees use as well as how IDEO assigns roles within teams and begins with the client in mind. The six core values of IDEO designers are first, be optimistic, believe that anything is possible. This value gives designers freedom to explore and to collaborate. Secondly, clients are critical to the design process and they should be engaged at various points. Third, take ownership. Ask for forgiveness, not permission. IDEO designers are free to experiment as long as it adds value to the design process or community. Four, embrace anonymity as part of the process. In other words, greater good of the team is more important than any individual contribution. Five, learn from failure. IDEO believes there's no such thing as failure as long as you're learning from it. This safeguard is integral to the design process. If an idea falls flat, then this idea can help the team to evolve into its next steps. Six, make other people successful. Empowering people around you helps them, and helps you by providing camaraderie. Finally, talk less and do more. The goal is to get all the IDEOs on the table, and then to execute on them. In addition to it's six core values, IDEO has six principles that drive behavior in the ideation stage of any project. One, defer judgement. Two, encourage wild ideas. Three, build on the ideas of others. Four, stay focused on the topic, have one conversation at a time. Five, be visual, draw a picture of your idea of where inspiration strikes. Six, go for quantity, because there are no bad ideas, when generating a high volume of ideas, IDEO calls some ideas the sacrificial concept. This is a concept that may not make a lot of sense or is really basic. The important point is to get out as many ideas as possible, and to share ideas publicly. It's the aggregate of the feedback rather than one idea that makes the idea generation process really robust and valuable. In setting roles within its teams, IDEO determines three factors, one, the skillsets that are needed for the project, two, the initial goals for the project. Determining the initial goals allows IDEO to form the team which sets the preliminary goals. Once a goal's evolved, new members are pulled in or rotated off based on the content. Number three, the project leader on the client side. This person educates people in their organization about the design thinking process and provides opportunities to participate where appropriate. When IDEO collaborates with clients to problem solve, research efforts happen with the end user in mind. The key is that ideas happen on the intersection of desirability, feasibility and viability. Desirability means asking important questions about what people want when it comes to products. What has worked for them and what hasn't worked for them in reference to particular need. IDEO breaks up the needs of people into three groups. Emotional, cognitive, and physical. And also charts their social background and cultural context. Feasibility means coming up with concepts based on insights from research. For example, what are technical constraints that might present an issue? This research determines feasibility. Viability means an assessment of it if makes sense for businesses to implement the concepts will work for the business. What will the funding structure be for the concepts? For example, the Times came to IDEO with a problem in membership. Trying to compete and keep up with other places such as Buzzfeed. After conducting research, IDEO helped Times to identify that a user experience issue was a more important challenge to tackle in order to increase membership. IDEO then helped the Times come up with a plan that was desirable, feasible and viable in the marketplace. This determination was made after an in-depth research process. Which I'll detail in the next video. Stay tuned.