Organize VTASI Teams to Bring Forth Creative Ideas
Teams are one of the most widely utilized organizational forms of creativity pursuits, as participants of diversified background could be easily assembled to promote mental crossfertilization between different disciplines and innovation by exaptation. As summarized by Chang (2011a), there are three types of teams: (1) standard teams in which participants meet face to face, (2) virtual teams in which participants interact remotely, and (3) virtual teams in which participants interact remotely while remaining anonymous to one another. Each of these teams possesses advantages and disadvantages.
It is proposed that the way to effectively utilize the above-described DeepThink methodologies in a group environment is to utilize the third type, the VTASI team. Participants on the VTASI team need to possess the right qualifications and domain knowledge.
A team leader should be appointed, who will specify the project objective. As Charles Kettering said: "A problem well stated is a problem half-solved." He or she will further exercise the leadership role of managing the team, preparing the team members with required communication technologies, securing the essential supports, explaining the use of DeepThink methodologies as question-based prompts, and ensuring that all members understand and accept the team objective to create novel and potentially patentable ideas that could form the basis of new product/service offerings The team leader is expected to have the mettle to accomplish these tasks.
The team leader would then initiate a first-round deliberation via e-mails, while advising all team members to utilize some of listed question-based prompts. His or her personal dedication toward this team effort inculcates a sense of responsibility and urgency among the team members. He or she would collect all electronic outputs from the team members, prune the results by eliminating redundancies, post questions to further induce creative ideas, acknowledge excellent outputs of specific individuals, offer constructive comments and feedback to guide the team toward certain potentially more fruitful areas to pursue, and recycle the residual ideas back to the team. The purpose is to enable the team to delve deeper in the subsequent rounds.
The pruning process is primarily for zeroing in on relatively novel and potentially patentable ideas, from the perspectives of technology, application, and/or utilization of assets. The final set of team output are ranked ordered by a vote of all participants. This multiple round of iterations is described in Figure 10.4.