Welcome to our book review site go-pdf.online!
You may have to Search all our reviewed books and magazines, click the sign up button below to create a free account.
Pivot Thinking and the Differential Sharing of Information Within New Product Development Teams
Functionally diverse team members bring unique sets of cognitive styles to team interaction; it is less clear how these differences affect the exchange of critical, mutually required team information. This cognitive diversity in new product design (NPD) teams increases the likelihood that individual team members will perceive the team's task differently, leading to "cognitive representational gaps" between teammates' interpretations of both the task and potential solution. This research shows that cognitively diverse NPD teams develop representational gaps based on individual cognitive preferences between convergent and divergent information types and these cognitive preferences influence both task definition and solution. A second experiment shows that team leadership that bridges cognitive preferences, called "pivot thinking, " can overcome this limiting behavior. Understanding these general mechanisms deepens understanding of group information processing and conflict in cognitively diverse NPD teams. Implications for design education are discussed.
Pivot Thinking and the Differential Sharing of Information Within New Product Development Teams
Functionally diverse team members bring unique sets of cognitive styles to team interaction; it is less clear how these differences affect the exchange of critical, mutually required team information. This cognitive diversity in new product design (NPD) teams increases the likelihood that individual team members will perceive the team's task differently, leading to "cognitive representational gaps" between teammates' interpretations of both the task and potential solution. This research shows that cognitively diverse NPD teams develop representational gaps based on individual cognitive preferences between convergent and divergent information types and these cognitive preferences influence both task definition and solution. A second experiment shows that team leadership that bridges cognitive preferences, called "pivot thinking, " can overcome this limiting behavior. Understanding these general mechanisms deepens understanding of group information processing and conflict in cognitively diverse NPD teams. Implications for design education are discussed.
The Reciprocity Advantage
"Bestselling author and renowned futurist Bob Johansen combines with business innovation guru Karl Ronn to produce a visionary book on the biggest innovation opportunity in history: giving away what you have to learn how to make money in new ways. They call it the reciprocity advantage"--
The Economist
None
Food and Beverage Market Place
Companies, brand name products, key executives, mail order food catalogs, associations & publications.
