THE COLLABORATORY
Problem Solving
+ Collaboration
in the Learning Environment
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The Collaboratory Problem Solving & Collaboration in the Learning Environment
Presented By:
GREG LOUVIERE AIA, NCIDQ RICHARD CHI, LEED BD&C
Learning Objectives 1. Gain familiarity with Problem-Solving & Collaboration in the learning environment. 2. Know significance of Design Thinking as a problem solving method. 3. Understand Organizational Strategy of collaborative problem-solving spaces. 4. Implement Criteria for designing a Collaboratory.
The Collaboratory Problem Solving & Collaboration in the Learning Environment
INTRODUCTION Problems Solutions Case Studies
ALL LIFE IS “ PROBLEM SOLVING “ -Karl Popper
WHAT IS A
COLLABORATORY ?
PLACE FOR PROBLEM SOLVING
SUPPORTS COLLABORATIVE INTERACTION
ENGAGES MULITPLE DISCIPLINES & GROUPS
FOSTERS INNOVATIVE THINKING
UTILIZES PROBLEM SOLVING TOOLS
Where does the term come from?
Collaboration +Laboratory a process of value creation that traditional structures of communication and teamwork can’t achieve Michael Schrage, No More Teams!
a facility that provides controlled conditions in which research and experiments can be conducted using an employed methodology
WHY DO WE NEED TO LEARN HOW TO PROBLEM SOLVE ?
7 Survival Skills
1 2 3 4
Critical thinking and problem solving. Collaboration across networks and learning by influence. Agility and ability.
Initiative and entrepreneurialism.
Tony Wagner, The Global Achievement Gap: Why Even Our Best Schools, et al., New York: Basic Books, 2008.
5 6 7
Effective oral and written communication.
Accessing and analyzing information. Curiosity and imagination.
Top 10 Employment Skills 1
2
Ability to Collaborate 3
Ability to plan, organize and prioritize work.
4
Ability to communicate verbally with people inside/ outside of an organization.
5
Ability to obtain and process information.
6
Ability to analyze quantitative data.
Ability to make decisions and solve problems. 7
Technical knowledge related to the job.
8
9
10
Proficiency Ability to create with computer and/or edit software written reports. programs.
Ability to sell and influence others.
National Association of Colleges and Employers (NACE) Survey, 2013.
The T-Shaped Person
T breadth of knowledge
should possess a “ workers depth of expertise in at least depth of expertise
one area but a horizontal breadth of knowledge in a broad set of related areas, allowing them to solve problems with colleagues across disciplines
�
The Invention of Service Science, Icons of Progress, IBM 100.
The Integrative Thinker
Analytical Thinking
+
Contextual Thinking
=
Integrative Thinking
...to not only rely on analytical processes, but also exhibit the ability to see all of the salient - and sometimes contradictory - aspects of a confounding problem and create novel solutions that go beyond and dramatically improve on existing alternatives
�
Design Thinking Business Analysis: Business Concept Mapping Applied, Thomas Frisendal, 2012.
The Collaboratory Problem Solving & Collaboration in the Learning Environment
Introduction
Problems Solutions Case Studies
WHAT IS A
PROBLEM?
AN UNWELCOME SITUATION
A SOURCE OF DISTRESS
A QUESTION THAT REQUIRES AN ANSWER
AN OPPORTUNITY FOR CHANGE
WHAT ARE
PROBLEM? TYPES
?
Problems Typologies
1
2
3
tame
complex
wicked
EASY TO SOLVE
RESISTS SOLVING
RESISTS DEFINING
level of difficulty
Problems Typologies
a t a m e problem... 1
can be solved in a linear fashion using straightforward, reductionist, repeatable, sequential techniques.
2
is amenable to traditional problem-solving approaches and they introduce limited consequences and no unintended consequences.
3
has a well-defined goal, its solution is clear. MAKING SENSE OF IS WITH THE CYNEFIN FRAMEWORK HELEN HASAN, ALANAH KAZLAUSKAS PACIFIC ASIA CONFERENCE ON INFORMATION SYSTEMS (2009) HTTP://AISEL.AISNET.ORG/PACIS2009/47/ BERNARD ROBERTSON-DUNN 24 MARCH 2011
Problems Typologies
a
complex
problem...
1
tends to be non-linear, difficult to understand and their solutions can lead to other problems and unintended consequences.
2
is not always solved by traditional analytic and project management techniques.
3
is not solvable by reductionist or sequential approaches.
4
a successful solution can be understood and quantified.
MAKING SENSE OF IS WITH THE CYNEFIN FRAMEWORK HELEN HASAN, ALANAH KAZLAUSKAS PACIFIC ASIA CONFERENCE ON INFORMATION SYSTEMS (2009) HTTP://AISEL.AISNET.ORG/PACIS2009/47/ BERNARD ROBERTSON-DUNN 24 MARCH 2011
Problems Typologies
a
wicked
problem...
1
has no definitive formulation.
5
always has more than one explanation.
2
is hard, maybe impossible, to measure or claim success.
6
is a symptom of another problem.
7
does not have a definitive scientific test to prove success.
8
is often “solved” through a “one shot” design effort.
3
has solutions that can be only good or bad, not true or false.
4
has no template to follow when tackling.
9
is always unique.
MAKING SENSE OF IS WITH THE CYNEFIN FRAMEWORK HELEN HASAN, ALANAH KAZLAUSKAS PACIFIC ASIA CONFERENCE ON INFORMATION SYSTEMS (2009) HTTP://AISEL.AISNET.ORG/PACIS2009/47/ BERNARD ROBERTSON-DUNN 24 MARCH 2011
Problem Typologies
SIMPLE
WELL STRUCTRED
Algorithms Story Problems
Rule-using/ Induction Problems Decision Making Troubleshooting Diagnosis-Resolution Problems Strategic Performance Policy-Analysis Problems
COMPLEX
Design Problems Jonassen, Learning to Solve Problems.
ILL STRUCTURED
Problem Typologies
tame
complex
wicked
Algorithms Story Problems Rule-using/ Induction Problems Decision Making Troubleshooting Diagnosis-Resolution Problems Strategic Performance Policy-Analysis Problems Design Problems Jonassen, Learning to Solve Problems.
YOUR TURN:
IDENTIFY THE
PROBLEM TYPE
ERRADICATE
CHILDHOOD OBESITY
IMPLEMENT
A CAR SHARE PROGRAM
SITUTATION
a bent
iPhone 6
IMPLEMENT
A DISTRICT IPAD PROGRAM
The Collaboratory Problem Solving & Collaboration in the Learning Environment
Introduction Problems
SOLUTIONS Case Studies
HOW DO WE
SOLVE
PROBLEM ?
Problem Solving Methods
LINEAR METHOD Problem
RESEARCH ANALYZE
FORMULATE IMPLEMENT
Solution Time
Problem Solving Methods
DESIGN THINKING Problem
RESEARCH ANALYZE
FORMULATE IMPLEMENT
Solution Time
Problem Solving Methods
DESIGN THINKING PROCESS Understand
Create
Deliver
Understanding ends in insight.
Creation ends in ideas.
Delivery ends in reality.
EMP ATH Y 1
IDE
E FIN
ATE
DE
2
PE
OTY T O R P 3
TEST
Problem Solving Methods
DESIGN THINKING PROCESS
EMP DI ATHY
VERG
E
E FIN
DE
C
E V N O
RGE
IDE
DIVE ATE RGE
Divergent Thinking = Generating lots of ideas.
PE
OTY T O R P
TEST
GE
R CONVE
Convergent Thinking = Judging options, making decisions.
Problem Solving Methods
DESIGN THINKING TOOLS: UNDERSTAND
OBSERVATION DOCUMENTS
PERSONAS/EVENTS
MIND MAPPING
EMPATHY MAPS
Problem Solving Methods
DESIGN THINKING TOOLS: CREATE
BRAINSTORMING
STORYBOARDING
VISUAL/SEMANTIC CONFRONTATION
RAPID PROTOTYPING
Problem Solving Methods
DESIGN THINKING TOOLS: DELIVER
LO FIDELITY PROTOTYPE
STORYTELLING
VISUAL MODELING
EXPERIENCE MOCK-UP
Problem Solving Methods
BIG
vs
little
Dd
Problem Solving Methods
little
d
Aesthetic Driven Approach
=
Architecture
Fashion Design
Industrial Design
Service Design
Graphic Design
Experience Design
Problem Solving Methods
BIG
D
=
Holistic Human-Centered Approach
System Strategy Service
WHAT IS THE KEY FACTOR FOR SUCCESSFUL DESIGN THINKING & SOLVING PROBLEMS?
COLLABORATION FACILITATION through
INTERACTION ENGAGEMENT
WHAT LEARNING SKILLS CAN DESIGN THINKING INSTILL IN STUDENTS?
AN OLD EDUCATION MODEL
A NEW LEARNING MODEL
WHAT ARE THE ACTIVE COMPONENTS OF A COLLABORATORY?
The Collaboratory
COMPONENTS OF A COLLABORATORY 1 2 3 4 5 COLLABORATION FACILITATION
SHARED PARTICIPATION
ACCOMODATIONS
MEDIA, MATERIALS & TECHNOLOGY
A problem solving adventure.
An unbiased neutral leader who assists the collaboration to achieve their goals and aid the decision making process. Participation of people who are willing to share and engage in various sized teams and groups. Varied spatial, social, functional and psychological features that support the collaboration’s goals.
An array of features that can express and enhance the validation and accommodations of the participants.
The Collaboratory
FOUR SPACE TYPES
ON-DEMAND SPACES
“HOW MIGHT WE” SPACE
MAKER SPACE
WHITE SPACES
The Spatial Constructs of Creative Situtations, Meredith Bostwick-Lorenzo Eiroa, Associate Director – Skidmore, Owings & Merrill LLP The Learning Spaces Collaboratory
ON-DEMAND SPACES The Lab
at
Deloitte University Westlake, Texas
“HOW MIGHT WE” SPACE Center for Connected Medicine - University of Pittsburgh Medical Center
MAKER SPACE
Menlo School Maker Space - Atherton , California
WHITE SPACES
Microsoft Envisioning Center - Redmond, Washington
The Collaboratory
ON-DEMAND SPACES MAKER SPACE
“HOW WE MIGHT” SPACE WHITE SPACE
FOUR SPACE TYPES
The Collaboratory Problem Solving & Collaboration in the Learning Environment
Introduction Problems Solutions
CASE STUDIES
CASE HIGHER EDUCATION STUDIES
D:SCHOOL FOUNDER DAVID KELLEY
d:school
d.school Hasso Plattner Institute of Design Stanford University - Stanford, Calif.
Opened Fall 2010 Cody Anderson Wasney and MKThink Architects
d.school Hasso Plattner Institute of Design Stanford University - Stanford, Calif.
Opened Fall 2010 Cody Anderson Wasney and MKThink Architects
d.school Hasso Plattner Institute of Design Stanford University - Stanford, Calif.
Opened Fall 2010 Cody Anderson Wasney and MKThink Architects
PBK
d.school Hasso Plattner Institute of Design Stanford University - Stanford, Calif.
Opened Fall 2010 Cody Anderson Wasney and MKThink Architects
DR. TENG-KEE TAN
Bloch Executive Hall Bloch School of Management \ University of Missouri - Kansas City
Bloch Executive Hall for Entrepreneurship & Innovation Bloch School of Management University of Missouri - Kansas City
Opened Fall 2013 BNIM and Moore Ruble Yudell Architects and JE Dunn Construction
Bloch Executive Hall for Entrepreneurship & Innovation Bloch School of Management University of Missouri - Kansas City
Opened Fall 2013 BNIM and Moore Ruble Yudell Architects and JE Dunn Construction
BLOCH EXECUTIVE HALL FOR ENTREPRENEURSHIP & INNOVATION
THIRD LEVEL
ROOF
GROUND
FOURTH LEVEL
Bloch Executive Hall for Entrepreneurship & Innovation Bloch School of Management University of Missouri - Kansas City
Opened Fall 2013 BNIM and Moore Ruble Yudell Architects and JE Dunn Construction
The Institute Houston Community College Northwest Campus- Alief
PBKArchitects
The Institute Houston Community College Northwest Campus- Alief
FOOD PREP/ WARMING ROOM
CIRCULATION 360 SEATS
CONFERENCE/ BANQUET SPACE
FURNITURE STORAGE
VESTIBULE
PRE-FUNCTION SPACE
CONTROL ROOM
UNISEX RESTROOM
GREEN ROOM
CIRCULATION COMMONS AREA/ MUSEUM WOMENS TOILETS
SERVICE YARD
STUDY ROOM
STUDY ROOM
OPEN STUDY SEATING 1722 SF
MENS TOILETS
STUDY ROOM
STUDY ROOM
OPEN STUDY SEATING
STUDY ROOM
MEPT
RESERVE COLLECTION ROOM STORAGE
DIVERGENT ROOM (SMALL)
CERAMICS LAB
DIVERGENT ROOM (MEDIUM)
LAPIDARY/ JEWELRYMAKING LAB
COLLABORATION ZONE
KILN STORAGE
BOOK DROP
STAFF / REFERENCE STORAGE DESK WORKSTATION
DIVERGENT ROOM (SMALL)
CIRCULATION
DIVERGENT ROOM (SMALL)
SERVICE DESK
INFORMAL GATHERING AREA/ RECEPTIONIST/ BEVERAGE
INSTRUCTIONAL LAB / COMPUTERS LIBRARIAN OFFICE
BULK STORAGE
TRIAGE COMPUTERS
AUDIO STUDIO
SCREENING ROOM
LIBRARIAN OFFICE
DIVERGENT ROOM (MEDIUM)
CIRCULATION
WOOD SHOP
ONE BUTTON STUDIO
COPY / PRINT STATION
LARGE FOCUS ROOM 1 WOOD EQUIPMENT
WOOD BULK
STAFF WORKSTATIONS
EQUIPMENT LAPTOP STORAGE
GENERAL REFERENCE / OPEN COMPUTER ZONE COLLECTION
ENTRY PERIODICALS
RECEPTION/ WORK AREA
LACTATION SUITE
RECEPTION/ WAITING
COLABORATION DIRECTOR OFFICE
STAFF WORK/ BREAK RM VESTIBULE
EXTERIOR COVERED AREA DIVERGENT ROOM (SMALL)
LARGE FOCUS ROOM 2 METAL WORKING
STAIR
WAIT AREA
INSTRUCTURAL COMPUTER LAB #1
TEACHING INNOVATION LAB
COPY ROOM
DIVERGENT ROOM (SMALL)
WELDING
OFFICE MANAGER
DIVERGENT ROOM (SMALL)
SEMINAR/ COLLABORATION SPACE
WAIT PART TIME AREA ASSISTANTS
DIVERGENT ROOM (MEDIUM)
INSTRUCTURAL COMPUTER LAB #2
DEAN'S OFFICE
STORAGE CLOSET MEN'S TOILET/ KITCHENETTE CHANGING
SEMINAR/ COLLABORATION SPACE
LAYOUT / ASSEMBLY
LOBBY
SPECIALTY MATERIALS LAB
WOMEN'S TOILET/ CHANGING
SEMINAR/ COLLABORATION SPACE
WORK STUDY
BOOKSTORE
COLD STORAGE
ASSISTANT DIRECTOR
CIRCUIT BOARD ASSEMBLY
STORAGE
PROJECT STORAGE
COMPUTER WORKSTATIONS
LASER CUTTER/ 3D PRINTER
TECHNICIAN
EXECUTIVE DIRECTOR
TEXTILE AREA
XRD
VESTIBULE
WELCOME/ HELP DESK
MAIN LAB AREA
COMMONS AREA/ MUSEUM
BREAK OUT SPACE/ LOUNGE SEM
CIRCULATION
SEM SUPPORT AFM
UP
POLICE OFFICER
STAIR
RETENTION ROOM
IT BUILDING STORAGE SUPPORT
SECURE STORAGE/ SECURE FILEROOM
WORKROOM
DATA ENTRY KIOSKS
GENERAL STORAGE
OFFICE
COUNTER STATIONS
ELEV.
RECEPTIONIST/ LOCKER AREA
ELEV.
SECURE COUNSELING OFFICE FILE ROOM
WOMENS TOILETS
MENS TOILETS
ADA COMPUTER
WHOS NEXT
ADVISING OFFICE
MECH COUNSELOR'S OFFICE ADA
BREAK OUT SPACE/ LOUNGE
COMPUTER STATIONS
BREAK OUT SPACE/ LOUNGE STAIR
CLASSROOM #1 (ACTIVE LEARNING)
WAITING ROOM ADA WAITING ROOM
FINANCIAL AID OFFICES (ADA)
SECURE STORAGE
ELEC
WHOS NEXT
FINANCIAL AID OFFICE(S) 3 MAINTENANCE STORAGE
TRIAGE COUNTER
SIGN IN STATION
CAMPUS MANAGER STORAGE
IT SENIOR TECH
WORK STUDY
ENROLLMENT OFFICER
IDF WORK/ BREAK ROOM
STORAGE
MAINTENANCE OFFICE
PBK Architects
MARKETING MANAGER
CAMPUS SECRECTARY W/ RECEPTION
CLASSROOM #2
Q&A
THANK YOU.
IS IT IMPORTANT WE CREATE LEARNING ENVIRONMENTS FOR STUDENTS TO BECOME PROBLEMSOLVERS ?
PLEASE COMPLETE THE SURVEY EVALUATING THIS PRESENTATION:
https://www.surveymonkey.com/s/CEFPIMON1130 (or access this link directly through your mobile app)
IF YOU WOULD LIKE A NARRATIVE OR FURTHER INFORMATION REGARDING THIS PRESENTATION CONTACT:
greg.louviere@pbk.com RE: PROBLEM SOLVING