A Framework of Activities
Thinking about the approach to collaboration between the two groups, it seems evident that inter-group friction could arise if the participants are placed in segregated teams.
To break the possibilities of this happening, it has been useful to simply re-name the two groups (that were Group A and Group B) into one large team. "The Rotor Group".
The benefit of this simple act of unification is that with a total membership of 12 people, if there are any short-comings from individuals for whatever reasons of in-capacity to perform a task or set of tasks, then other people, as "resources" can back-fill the work; take up the slack.
The idea has been put to the group subtly, and over the next couple of weeks there is an opportunity to get to work much more closely.
The first activities of discovery, supported by members of the BBC's User Experience Team took place this last week.
Initial outputs from those meetings and workshops have provided a foundation to take the project forward.
An initial SWOT analysis was carried out on the project. It is interesting that the BBC have modified this generally accepted Strengths / Weaknesses / Opportunities and Threats process (originally created by the Boston Management Centre at Massachusetts Institute of Technology), into their own tailored version that addresses "Goals / Constraints / Issues and Blockers". Virtually the same idea, but the subtle difference provides a great template especially for creative projects (rather than for business of commercial intent perhaps).
The team was able to commence a collaborative activity to generate the "GCIB" / SWOT analysis and it soon emerged that Graham, (one of the older team members), had an ability to help facilitate the groups working together.
In David Straus's book, "How to Make Collaboration Work; Powerful Ways to Build Concensus, Solve Problems, and Make Decisions" (2002), he outlines that the fundamental steps to go through, all reside on one simple principal activity, which is "Involve The Relevant Stakeholders!"
Getting each of the team's ideas, on to paper, so each of us could discuss them, provided not only an ice-breaker, but also light relief from writing! A "8-ways" map of brainstorming ideas can quickly be developed using an A3 or A2 sheet of paper, folded into 8 sections (i.e. Fold in half, in half again, then half again. i.e. 23).
Some of those initial ideas to come up with publicity for the event are shown below;
Goals and initial outcomes from the discussions started to be formulated;
TESTING the ideas used a process known as the "5 Whys..."
The 5 Why's process was then notionally reversed to better understand the blockers for gaining forward momentum at each "Why" stage, by asking the open question "What is Stopping us?"
After reviewing the activities throughout the day, a "dot vote" was undertaken against the initial SWOT analysis (Goals / Constraints / Issues & Blockers map.
The outcome highlights key points of further action and research, but is not exhaustive of course!
In summary, the day's activities with the BBC User Experience team provided an invaluable experience for the whole group to start to work together productively.
The "Greek Warrior" approach to thinking and broadcasting a vision of success (prior to battle) can be harnessed through a similar activity, - in this case, a rough design for a series of posters to be placed all around the town of Huddersfield might gain significant exposure and an environment for success too!
We live in hope!
References;
A workshop conducted by the BBC, User Experience team members. Wednesday 26th January 2017, at THe University of Hudderfield, Supervised by Dr Rowan Bailey.
Selig. T, (2012), INGENIUS: A Crash Course on Creativity. Harper Collins, London; - Web-site, http://www.creativitypost.com/create/tina_seeligs_insights_on_creativity
Straus, D. (2002), How to Make Collaboration Work, Berrett-Koehler Publishers Inc., San Francisco.