How To Keep The Innovation Team Efficient?

In the research process, we need to collect e-mail communication records among the team members, smart phone data, and let them wear special sensor system, and analyze the process of each meeting by computer. Through these systems, we can fully understand the efficiency of each team member, collaborate with others, even including the tone of speech, mood pressure and so on, so as to conduct more in-depth research.

　　 Enhance the team's "group business"

Just as everyone's intelligence level can be tested through standardized IQ IQ test questions, MIT researchers have found that a team's ability to innovate and solve problems can also be tested through a standard test bank. In other words, as long as a team member participates in several simple test questions, it can systematically understand the comprehensive ability of a team and calculate a "test". League merchant "Number. In the future, the "group business" value can predict the performance of the team in the unknown project.

The different innovation teams have different group merchants. The research further discovered the mystery of improving the League business: 1) the League merchants and each member's IQ level were not related; 2) however, through the analysis of sensor data worn by the members, it was found that if a few of the team members were too active, their speeches would occupy most of the communication time of the team, and the group merchants would drop abruptly; 3) the team members of the girls group were high.

Based on this, it is very important for team members to forget themselves in the process of team communication and brainstorming. The innovative leader of an enterprise should be instilled into the team from the very beginning: the ability of a team has little to do with personal intelligence. At the same time, leaders must ensure that employees can evenly distribute their speaking time in teams, so as to avoid a small number of individuals from participating too much in order to truly improve their speaking time. Conference efficiency And League merchants.

　　 "Face to face" interaction

Some other findings in our research have been verified in reality. Like Montezemolo, chairman of Ferrari Italy, recently said that employees should send e-mails to colleagues less frequently. If problems need to be communicated, it is best to speak directly to the person. He thought this method was old-fashioned but "very effective". As the newest leader of Yahoo Corp, Marisa Meyer is doing the opposite thing. Today, in the prevalence of information technology, the company has cancelled the loose regulations that the company can work at home, requiring every employee to adhere to the company's office.

Ulam Tu Ya, a former senior public relations manager of the China Chamber of Commerce in the United States, has also written an article on "email's mystery and trap: corporate politics and organizational ecology", which once resonated in corporate circles, especially in multinational corporations. The article on "penetrating" is discussed. E-mail The 4 major drawbacks are:

"Kick the ball and shift the ball to each other": e-mail has become a tool to shirk work and responsibility.

No matter how small, face to face or phone call, you must confirm the mail to you. This is no more than two purposes -- attack or defense.

"The following is the fate of the lords": it depends on the uniqueness of e-mail: passivity, which is very different from telephone communication. {page_break}

"The mystery and trap of forwarding and secret sending": remember that forwarding is risky, and it is possible to promote the company's struggle on a large scale.

By analyzing the performance of different teams of a large IT company and their way of cooperation, we find that the most frequently used e-mail Teams show worse performance. By contrast, the secret weapon to create an innovative team is truly face-to-face communication. The experiment is to allow every team member to wear a special "e-Social" sensor every day, which can detect face to face communication. The results show that the more time the team members communicate face-to-face, the more frequent the team interaction, the more creativity they can improve.

This also confirms the idea of many innovative managers. For example, although the high speed Internet is so developed now, universities and research institutes insist that teachers and students and researchers can work together on campus to oppose traditional research and teaching process.

The same principle can also be applied to cities. In fact, many cities in Europe and the United States have found that a city or community with vitality and productivity and creativity is more active and rich in activities and activities. On the contrary, the cities and communities without creativity are bound to be depressed.

　 Make good use of tea break time

In order for teams to interact with each other, the clever way that the media lab team came up with is to use tea breaks. In traditional big companies, innovative employees often control their breaks and tea breaks, but the team researchers have devised a way to encourage the core staff of an innovative team to provide tea breaks at the same time by providing tasty biscuits, and when they arrive at tea breaks, no matter how busy your work is, the company encourages you to temporarily lay down your work and relax for more than ten minutes with members of the same team.

In the experiment of a group of top commercial banks, MIT researchers strengthened the interaction between team members by such a tea break, thus greatly improving the efficiency of employees.

Of course, apart from providing biscuits in the process of tea rest, researchers will give their employees full privacy and freedom, such as talking about puppies, children's education and so on. The seemingly boundless chatter increases the teamwork atmosphere. They are more willing to communicate and cooperate more freely in their work. Through the analysis of the "social" sensor, we find that more information is shared inadvertently, and tea leaves miraculously increase the chances of face-to-face communication in members' work, thus increasing the creativity of the whole team.

In the same way, the most creative employees and relatively backward employees can also participate in tea breaks and freely and freely communicate. That is to say, with the help of tea break staff, the enterprise has trained the weaker employees naturally and effortlessly.

The research team discovered these laws through digital analysis, but it does not mean that these laws were used first. Many innovative companies, such as Google's founders, have long recognized the importance of free tea breaks. They are the first Silicon Valley high-tech companies to provide free food for their employees. The seemingly wasted time, unrelated common dining and coffee drinking process is precisely the time when great innovative ideas are generated and efficient innovative teams are built.

Conclusion: teamwork is definitely not the sum of many individual abilities, but the result of mutual cooperation. Many innovative team members are quietly involved in the research, and the ultimate goal of these digital research results is not that managers want to monitor their teams just like monitoring prisoners, but rather that they can better understand and apply the secrets of innovative teams.