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مدیریت تیم خلاق ۱

کارگاه مدیریت تیم خلاق
جلسه اول

جلسه دوم:
جلسه سوم

ویدیوی جلسه اول

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مدیریت تیم خلاق ۱

  1. 1. ‫ﺧﻼق‬ ‫ﺗﯾم‬ ‫ﻣدﯾرﯾت‬ ‫اول‬ ‫ﺟﻠﺳﮫ‬ ‫ﻓﺻﯾﺣﯽ‬ ‫اﻣﯾرﺣﺳﯾن‬ ١٣٩٧ ‫آﺑﺎن‬
  2. 2. ‫ﺳرﻓﺻلھﺎ‬ ‫ﺧﻼﻗﯾت‬ ‫ﺧﻼق‬ ‫ﺗﯾم‬ ‫ﻣدﯾرﯾت‬ ‫ﺧﻼق‬ ‫ﺗﯾم‬
  3. 3. ‫ﺧﻼﻗﯾت؟‬ ‫اھﻣﯾت‬
  4. 4. ‫ﺧﻼﻗﯾت‬ ‫ھدف‬ ‫ﺑﺻورت‬ ‫زﻧدﮔﯽ‬ ‫ﮐﯾﻔﯾت‬ ‫ﺑردن‬ ‫ﺑﺎﻻ‬ ‫و‬ ‫ﻓرھﻧﮓ‬ ‫ﮐردن‬ ‫ﻏﻧﯽ‬ .‫ﻣﺳﺗﻘﯾم‬ ‫ﻏﯾر‬
  5. 5. “Today, the defining skills of the previous era—the “left brain” capabilities that powered the Information Age—are necessary but no longer sufficient. And the capabilities we once disdained or thought frivolous—the “right-brain” qualities of inventiveness, empathy, joyfulness, and meaning—increasingly will determine who flourishes and who flounders.” ― Daniel H. Pink, A Whole New Mind: Why Right-Brainers Will Rule the Future
  6. 6. ‫ﺧﻼﻗﯾت‬ ‫ﭼﺎﻟش‬
  7. 7. “People get confused; companies get confused. When they start getting bigger, they want to replicate their initial success. And a lot of them think, ‘Well, somehow, there’s some magic in the process of how that success was created.’ So they start to institutionalize process across the company. And before very long, people start to get confused that the process is the content. And that’s ultimately the downfall of IBM. IBM has the best process people in the world. They just forgot about the content. And that happened a little bit at Apple, too. We had a lot of people who were great at management process. They just didn’t have a clue about the content. In my career, I found that the best people are the ones that really understand the content. And they’re a pain in the butt to manage! But you put up with it because they’re so great at the content. And that’s what makes great products. It’s not process, it’s content.” Steve Jobs, 1996
  8. 8. ‫ﺧﻼق‬ ‫ﺷﺧص‬
  9. 9. ‫آدﻣﺎ؟‬ ‫ﻗﺑﯾل‬ ‫اﯾن‬ ‫ﻓﻘط‬
  10. 10. ‫ﺧﻼق‬ ‫ﺗﯾم‬
  11. 11. :‫ﺧﻼق‬ ‫ﺗﯾم‬ ●‫دارد‬ ‫ﺧﻼق‬ ‫اﻓرادی‬ ‫ﮐﮫ‬ ‫ﺗﯾﻣﯽ‬ ●‫اﺳت‬ ‫ﺧﻼق‬ ‫ﺧود‬ ‫اﻓراد‬ ‫ﺑﺎ‬ ‫ﮐﮫ‬ ‫ﺗﯾﻣﯽ‬
  12. 12. ‫ﺧﻼﻗﯾت‬ .‫ﻣﯽدھد‬ ‫ﺗﻐﯾﯾر‬ ‫را‬ ‫ﻓرھﻧﮓ‬ ‫ﯾﮏ‬ ‫ﻧﻣﺎدﯾن‬ ‫داﻣﻧﮫ‬ ‫ﮐﮫ‬ ‫ﻓرآﯾﻧدی‬ Process by which a symbolic domain in the culture is changed.
  13. 13. ‫ﻓرھﻧﮕﯽ‬ ‫ﺗﮑﺎﻣل‬ GENE MEME
  14. 14. ‫ﺧﻼﻗﯾت‬ ‫اول‬ ‫ﻻزﻣﮫ‬ ‫ﻧﻣﺎدﯾن‬ ‫ﻗواﻧﯾن‬ ‫ﺑﺎ‬ ‫ﻓرھﻧﮓ‬ Culture with Symbolic Rules
  15. 15. ‫ﺧﻼﻗﯾت‬ ‫دوم‬ ‫ﻻزﻣﮫ‬ ‫ﺧﻼق‬ ‫ﺷﺧص‬
  16. 16. ‫ﺧﻼﻗﯾت‬ ‫ﺳوم‬ ‫ﻻزﻣﮫ‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ Field of Experts
  17. 17. ‫ﻧﻘﺎﺷﯽ؟‬ ‫ﻣﯾدان‬
  18. 18. ‫ﻧوﭘﺎ‬ ‫ﮐﺳبوﮐﺎرھﺎی‬ ‫ﻣﯾدان‬
  19. 19. ‫وﯾدﯾوﯾﯽ‬ ‫ﺑﺎزیھﺎی‬ ‫ﻣﯾدان‬
  20. 20. ‫وﯾدﯾوﯾﯽ‬ ‫ﺑﺎزیھﺎی‬ ‫ﻣﯾدان‬ ‫ﺳﺎز‬ ‫ﺟرﯾﺎن‬ ‫ﻧﺎﺷران‬ ‫رﺳﺎﻧﮫھﺎ‬ ‫ﭘﻠﺗﻔرمھﺎ‬
  21. 21. ‫ﻣﯾدان؟‬ ‫در‬ ‫ﻣردم‬ ‫ﻧﻘش‬
  22. 22. 38!
  23. 23. ‫ﺗﺎﺛﯾرﮔذاران؟‬ Influencers
  24. 24. ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫دام‬
  25. 25. ‫ﭼﯾﺳت؟‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫ھدف‬ ‫ﮐﯾﺳت؟‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫ﻣﺧﺎطب‬
  26. 26. Niche vs Pop
  27. 27. ‫ﺣرﮐت‬ ‫ﻧﯾﺎزﻣﻧد‬ ‫ﻣﺧﺎطب‬ ‫اﻓزاﯾش‬ !‫اﺳت‬ ‫ﺣﺎﺷﯾﮫ‬ ‫ﺳﻣت‬ ‫ﺑﮫ‬ ‫ﻣﺗن‬ ‫از‬
  28. 28. ‫دﯾﮕر‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬ ‫ﮐﮫ‬ ‫زﻣﺎﻧﯽ‬ .‫ﻧﯾﺳت‬ ‫ﻣﺗﺧﺻﺻﺎن‬ ‫ﻣﯾدان‬
  29. 29. Devolver We just look for a developer who's trying something a little different. Something that's a cool idea that we want to bring to a bigger audience. It's as simple as that. "It doesn't mean anything other than that the game has a very 'art-forward' design to it, as in games as an artform. It's not a general market everyone will love. Not everyone's going to love Minit, not everyone's going to love Gris. But we think they bring something important and interesting to games, and we can help bring them to the audience out there that will appreciate them."
  30. 30. Devolver We're not saying no to games because we don't think they can sell 500,000 copies. That's a stupid way of looking at it. Pushing the medium forward is something Devolver wants to do, even if the games doing that work don't always sell as well as others.
  31. 31. Mike Wilson “It’s so important to us to be in control, and not get big,” he says. “Because with the bigness comes all the weird pressures that have nothing to do with games. People ask us, ‘What’s your exit strategy?’ We don’t have an exit strategy. We love what we’re doing. We had a guy from Time ask us the other day, ‘Where do you go from here? What’s the big plan?’” Wilson looks around and waves a hand at the parking lot, continuing softly, “We would like to continue doing this. We think this is fun. We’re not getting rich off this, but we’re making a comfortable living. “This is by far the most fun we’ve ever had in the industry.”
  32. 32. ‫ﺧﻼق‬ ‫ﺷﺧص‬ ‫ﻻزﻣﮫ‬
  33. 33. ‫ﺗوﺟﮫ‬
  34. 34. !‫آﻣﺎدهام‬ ‫و‬ ‫ھﺳﺗم‬ ‫ھرم‬ ‫ﺑﺎﻻی‬ ‫ﻣن‬
  35. 35. ‫اﺳت؟‬ ‫ﻻزم‬ ‫ھﻣﯾﺷﮫ‬ ‫ﺧﻼﻗﯾت‬ ‫آﯾﺎ‬
  36. 36. ١۵ ‫ﻗرن‬ ‫ﻓﻠوراﻧس‬ ‫ﺧﻼﻗﯾت‬ ‫ﺗﺣﻠﯾل‬
  37. 37. .‫اﺳت‬ ‫ﭘﯾﭼﯾده‬ ‫ﺳﯾﺳﺗم‬ ‫وﯾژﮔﯽھﺎی‬ ‫از‬ ‫ﺧﻼﻗﯾت‬
  38. 38. ‫ﺧﻼق‬ ‫آدمھﺎی‬ ‫ﺧﺻوﺻﯾتھﺎی‬ ‫ﺳﮑون‬ ‫در‬ ‫و‬ ‫ﺳﺎﮐت‬ ‫ﮔﺎھﯽ‬ ‫ﺣﺎل‬ ‫ﻋﯾن‬ ‫در‬ ‫وﻟﯽ‬ ‫زﯾﺎد‬ ‫ﻓﯾزﯾﮑﯽ‬ ‫اﻧرژی‬ - ١ (١٢٠ ‫ھوﺷﯽ‬ ‫ﺿرﯾب‬ ‫)ﺣد‬ ‫ﺧﺎم‬ ‫و‬ ‫ﺑﺎھوش‬ - ٢ ‫اﻧﺿﺑﺎط‬ ‫دارای‬ ‫و‬ ‫ﺑﺎزﯾﮕوش‬ - ٣ ‫ﺗﺧﯾل‬ ‫و‬ ‫واﻗﻌﯾت‬ ‫ﺑﯾن‬ ‫ﻣﺗﻐﯾر‬ - ۴ ‫ا‬‫درونﮔر‬ ‫و‬ ‫ﺑرونﮔرا‬ - ۵
  39. 39. ‫ﻣﻐرور‬ ‫و‬ ‫ﻓروﺗن‬ - ۶ ‫زﻧﺎﻧﮕﯽ‬ ‫و‬ ‫ﻣرداﻧﮕﯽ‬ ‫ﺧﺻوﺻﯾﺎت‬ ‫دارای‬ - ٧ ‫ﺳﺎﺧﺗﺎرﺷﮑن‬ ‫و‬ ‫ﺳﻧتﮔرا‬ - ٨ ‫ﮐﺎر‬ ‫ﻣورد‬ ‫در‬ ‫ﻋﯾﻧﯽ‬ ‫و‬ ‫ﭘرﺷور‬ - ٩ ‫ﻟذت‬ ‫از‬ ‫ﺷﺎد‬ ‫ﺣﺎل‬ ‫ﻋﯾن‬ ‫در‬ ‫وﻟﯽ‬ ‫دردﻣﻧد‬ ‫و‬ ‫رﻧﺞﮐش‬ - ١٠
  40. 40. ‫ﺧﻼق‬ ‫ﻓرآﯾﻧد‬ ‫ﻣرﺣﻠﮫ‬ ۵
  41. 41. ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷﻧﺎﺧت‬ - ١
  42. 42. ‫ﻧﮭﻔﺗﮕﯽ‬ ‫دوره‬ - ٢ Incubation
  43. 43. ‫ﺷد؟‬ ‫ﭼﯽ‬ ‫ﮐﺎر‬
  44. 44. ‫ﺑﯾﻧش‬ - ٣ Insight
  45. 45. ‫ﺑررﺳﯽ‬ - ۴ Evaluation
  46. 46. ‫ﺟزﯾﯾﺎت‬ - ۵ Elaboration
  47. 47. ‫اﺳت‬ ‫ﺑﺎزﮔﺷﺗﯽ‬ ‫ﻓرآﯾﻧد‬ Recursive
  48. 48. ‫ﺳوال‬ ‫ﻣﯽﺷود؟‬ ‫ﺧﻼﻗﯾت‬ ‫رﻓﺗن‬ ‫ﺑﺎﻻ‬ ‫ﺑﺎﻋث‬ ‫ﭼﮕوﻧﮫ‬ ‫ﻣﺣدودﯾت‬
  49. 49. ‫ﺑﭘرﺳﯾم‬ ‫ﺧﻼق‬ ‫آدم‬ ‫آز‬ ‫داری؟‬ ‫ﺣﺳﯽ‬ ‫ﭼﮫ‬
  50. 50. .‫ﺟدﯾد‬ ‫ﭼﯾز‬ ‫ﯾﮏ‬ ‫ﮐﺷف‬ ‫ﯾﺎ‬ ‫و‬ ‫طراﺣﯽ‬ ‫ﺷوق‬
  51. 51. ‫ﺷوق‬ Delight (‫اﻟﮕو‬ ‫)ﺷﻧﺎﺧت‬
  52. 52. ‫وﯾدﯾوﯾﯽ؟‬ ‫ﺑﺎزیھﺎی‬ ‫ﺟذاﺑﯾت‬ Fun (‫اﻟﮕو‬ ‫)ﯾﺎدﮔﯾری‬
  53. 53. ‫ﮐﺎراﻧﮫ‬ ‫ﻣﺣﺎﻓظﮫ‬ ‫ﮔراﯾش‬ ‫ﮔﺳﺗراﻧدن‬ ‫ﮔراﯾش‬
  54. 54. ‫آﻧﺗروﭘﯽ‬
  55. 55. ‫ﺑودن‬ ‫راﺣت‬ ‫ﻟذت‬
  56. 56. ‫از‬ ‫ﺑﯾﺷﺗر‬ ‫ﺑﻌﺿﯽ‬ ‫ﺑرای‬ ‫راﺣﺗﯽ‬ ‫ﻟذت‬ .‫اﺳت‬ ‫ﺟدﯾد‬ ‫ﮐﺷف‬ ‫ﭼﺎﻟش‬
  57. 57. ‫ﺑﮭﯾﻧﮫ‬ ‫ﺗﺟرﺑﮫ‬ ‫ﺟرﯾﺎن‬
  58. 58. ‫ﺟرﯾﺎن‬ .‫دارد‬ ‫وﺟود‬ ‫ﻣﺳﯾر‬ ‫ﻗدم‬ ‫ھر‬ ‫در‬ ‫ﻣﺷﺧص‬ ‫اھداف‬ - ١
  59. 59. ‫ﺟرﯾﺎن‬ .‫ﻣﯽﺷود‬ ‫دﯾده‬ ‫ﮐﻧش‬ ‫ﺑﮫ‬ ‫ﻓوری‬ ‫ﺑﺎزﺧورد‬ - ٢
  60. 60. ‫ﺟرﯾﺎن‬ .‫دارد‬ ‫وﺟود‬ ‫ﺗﻌﺎدل‬ ‫ﭼﺎﻟش‬ ‫و‬ ‫ﻣﮭﺎرت‬ ‫ﺑﯾن‬ - ٣
  61. 61. ‫ﺟرﯾﺎن‬ .‫ﻣﯽﺷوﻧد‬ ‫ﯾﮑﭘﺎرﭼﮫ‬ ‫آﮔﺎھﯽ‬ ‫و‬ ‫ﮐﻧش‬ - ۴ .‫ﻣﯽرود‬ ‫ﺑﯾن‬ ‫از‬ ‫ﭘرﺗﯽ‬ ‫ﺣواس‬ - ۵ .‫ﻧدارد‬ ‫وﺟود‬ ‫ﺷﮑﺳت‬ ‫از‬ ‫ﻧﮕراﻧﯽ‬ - ۶ .‫ﻣﯽرود‬ ‫ﺑﯾن‬ ‫از‬ ‫ﺧودآﮔﺎھﯽ‬ - ٧ .‫ﻣﯽﺷود‬ ‫ﻣﻐﺷوش‬ ‫زﻣﺎن‬ ‫ﺣس‬ - ٨ .‫ﻣﯽﺷود‬ Autotelic ‫ﻓﻌﺎﻟﯾت‬ - ٩
  62. 62. ‫ﮐﻧﺟﮑﺎوی‬
  63. 63. ‫ﮐﻧﺟﮑﺎوی‬
  64. 64. "There is one thing I look for in my interviews, curiosity!”
  65. 65. ‫ﺷﺧﺻﯾت‬ ‫ﺗﻐﯾﯾر‬ ‫ﺻورت‬ ‫ﺗوﺟﮫ‬ ‫ﺟدﯾد‬ ‫اﻟﮕوھﺎی‬ ‫ﯾﺎدﮔﯾری‬ ‫ﺑﺎ‬ ‫ﺷﺧﺻﯾت‬ ‫ﺗﻐﯾﯾر‬ .‫ﻣﯽﮔﯾرد‬
  66. 66. ‫ﺑﮕﯾرﯾم؟‬ ‫ﯾﺎد‬ ‫ﺟدﯾد‬ ‫اﻟﮕوی‬ ‫ﭼرا‬
  67. 67. !‫دارﯾم‬ ‫ﺣﺎﺿر‬ ‫ﺣﺎل‬ ‫در‬ ‫زﯾﺎدی‬ ‫اﻟﮕوھﺎی‬ ‫وﻗﺗﯽ‬
  68. 68. ‫ھﺳﺗﻧد؟‬ ‫ﭘﺎﺳﺦﮔو‬ ‫اﻧدازه‬ ‫ﭼﮫ‬ ‫ﺗﺎ‬ ‫اﻟﮕوھﺎ‬
  69. 69. ‫دارد‬ ‫زﯾرﯾن‬ ‫ﺟﮭﺎن‬ ‫ﺑﮫ‬ ‫ﺳﻔر‬ ‫ﺗواﻧﺎﯾﯽ‬ ‫دﯾوﻧﯾزوس‬
  70. 70. ‫ﺑﯾﻧم‬ ‫ﻣﯽ‬ ‫ﺧدا‬ ‫ﻧور‬ ‫ﻣﻐﺎن‬ ‫ﺧراﺑﺎت‬ ‫در‬ ‫ﻣﯽﺑﯾﻧم‬ ‫ﮐﺟﺎ‬ ‫ز‬ ‫ﻧوری‬ ‫ﭼﮫ‬ ‫ﮐﮫ‬ ‫ﺑﯾن‬ ‫ﻋﺟب‬ ‫اﯾن‬ ‫ﺣﺎﻓظ‬
  71. 71. ‫اﻣن؟‬ ‫دﯾواﻧﮕﯽ‬
  72. 72. ‫ﻣﻧﺎﺑﻊ‬ ‫ﺧﻼﻗﯾت‬ ‫ﺟﺎدوی‬ https://www.slideshare.net/amirhfassihi/ss-55568076 Creativity: Flow and the Psychology of Discovery and Invention https://www.amazon.com/dp/B000TG1X9C Artful Making: What Managers Need to Know About How Artists Work https://www.amazon.com/Artful-Making-Managers-About-Artists/dp/0130086 959 The 5 Levels of Leadership https://www.amazon.com/dp/B004QZ9P7O/
  73. 73. ‫ﻣﻧﺎﺑﻊ‬ Project Aristotle By Google https://rework.withgoogle.com/print/guides/5721312655835136/ Games People Play, Eric Berne https://www.amazon.com/dp/B005C6E76U Drive: The Surprising Truth About What Motivates Us, Daniel Pink https://www.amazon.com/dp/B004P1JDJO/ A Whole New Mind: Why Right-Brainers Will Rule the Future https://www.amazon.com/dp/B000PC0SPU
  74. 74. The Birth of Tragedy https://www.amazon.com/Birth-Tragedy-Oxford-Worlds-Classics/dp/01928329 21 Zen Mind, Beginner’s Mind: Informal Talks on Zen Meditation and Practice https://www.amazon.com/Zen-Mind-Beginners-Informal-Meditation/dp/15903 08492 The Lean Startup https://www.amazon.com/Lean-Startup-Entrepreneurs-Continuous-Innovation /dp/0307887898
  75. 75. ‫ﻣﻧﺎﺑﻊ‬ Zero to One: Notes on Startups, or How to Build the Future, Peter Thiel https://www.amazon.com/Zero-One-Notes-Startups-Future/dp/0804139296 Why Greatness Cannot Be Planned: The Myth of the Objective https://www.amazon.com/Why-Greatness-Cannot-Planned-Objective/dp/3319 155237 Tribal Leadership, Dave Logan https://www.amazon.com/Tribal-Leadership-Leveraging-Thriving-Organization /dp/0061251321
  76. 76. ‫ﻣﻧﺎﺑﻊ‬ Creativity Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration, Ed Catmull https://www.amazon.com/Creativity-Inc-Overcoming-Unseen-Inspiration/dp/0 812993012 The Five Dysfunctions of a Team: A Leadership Fable https://www.amazon.com/Five-Dysfunctions-Team-Leadership-Fable/dp/0787 960756 Zen in the Art of Archery https://www.amazon.com/Zen-Art-Archery-Eugen-Herrigel/dp/0375705090