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کارگاه مدیریت تیم خلاق ۳

کارگاه مدیریت تیم خلاق
جلسه سوم

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کارگاه مدیریت تیم خلاق ۳

  1. 1. ‫ﺧﻼق‬ ‫ﺗﯾم‬ ‫ﻣدﯾرﯾت‬ ‫ﺳوم‬ ‫ﺟﻠﺳﮫ‬ ‫ﻓﺻﯾﺣﯽ‬ ‫اﻣﯾرﺣﺳﯾن‬ ١٣٩٧ ‫آﺑﺎن‬
  2. 2. Project Aristotle by Google (‫ﺻﺣﺑت‬ ‫ﻣﺳﺎوی‬ ‫)ﺗوزﯾﻊ‬ ‫رواﻧﯽ‬ ‫اﻣﻧﯾت‬ ‫اﺟﺗﻣﺎﻋﯽ‬ ‫ھوش‬
  3. 3. The Ideal Team Player Patrick Lencioni
  4. 4. Social Awareness Primal Empathy Attunement Empathic Accuracy Social Cognition
  5. 5. Social Facility Synchrony Self-presentation Influence Concern
  6. 6. Ekman Micro Expression Training Tools
  7. 7. D Factor
  8. 8. ‫رواﻧﯽ‬ ‫اﻣﻧﯾت‬ ‫اﺣﺗرام‬ ‫اﺟﺗﻣﺎﻋﯽ‬ ‫ھوش‬ ‫ھﻣدﻟﯽ‬
  9. 9. (Respect) ‫اﺣﺗرام‬ (Empathy) ‫ھﻣدﻟﯽ‬
  10. 10. ‫ھﻣزﺑﺎن‬ ‫ﺗرک‬ ‫و‬ ‫ھﻧدو‬ ‫ﺑﺳﺎ‬ ‫ای‬ ‫ﺑﯾﮕﺎﻧﮕﺎن‬ ‫ﭼون‬ ‫ﺗرک‬ ‫دو‬ ‫ﺑﺳﺎ‬ ‫ای‬ ‫دﯾﮕرﺳت‬ ‫ﺧود‬ ‫ﻣﺣرﻣﯽ‬ ‫زﺑﺎن‬ ‫ﭘس‬ ‫ﺑﮭﺗرﺳت‬ ‫ھﻣزﺑﺎﻧﯽ‬ ‫از‬ ‫ھﻣدﻟﯽ‬ ‫ﻣوﻻﻧﺎ‬
  11. 11. ‫ﭼطوری؟؟؟‬
  12. 12. ‫ﭼطوری؟؟‬
  13. 13. ‫ﭼطوری؟؟‬
  14. 14. ‫زور؟؟‬ ‫ﺑﮫ‬
  15. 15. ‫ﮐﯾﻣﯾﺎﮔری‬ ‫ﻣس‬‫طﻼ‬ ‫ﻣﻌﻣوﻟﯽ‬ ‫ﺗﯾم‬‫ﻋﺎﻟﯽ‬ ‫ﺗﯾم‬
  16. 16. :‫اﯾن‬ ‫از‬
  17. 17. Patrick Lencioni
  18. 18. ‫رواﻧﯽ‬ ‫اﻣﻧﯾت‬ ‫اﻋﺗﻣﺎد‬ Trust
  19. 19. ‫ﮐﻧﯾم؟‬ ‫اﻋﺗﻣﺎدﺳﺎزی‬ ‫ﭼﮕوﻧﮫ‬
  20. 20. (Trust Fall) ‫ھﺳت‬ ‫ھم‬ ‫زوری‬ ‫ﺗﻣرﯾن‬
  21. 21. ‫ﭘذﯾری‬ ‫آﺳﯾب‬
  22. 22. ‫ﺻﻣﯾﻣﯾت‬ ‫آﺳﯾبﭘذﯾری‬ ‫اﻋﺗﻣﺎد‬
  23. 23. Transactional Analysis (TA) ‫دوﻻﯾﮫ‬ ‫ﺗﻌﺎﻣل‬ ‫اﻣﻧﯾت‬ ‫ﻋدم‬ ‫ﺑﺎزیھﺎ‬
  24. 24. ‫ﮔروه‬ - ٣ ‫اﻋﺿﺎ‬ ‫ﻣﺎﻟﮑﯾت‬ ‫ﺣس‬ ‫رھﺎﯾﯽ‬ ‫ﻟﺑﮫ‬ ‫روی‬ ‫ﻗرارﮔﯾری‬ ‫و‬ ‫اﻋﺿﺎ‬ ‫ﺷدن‬ ‫رھﺎ‬ ‫ﺑرای‬ ‫اﻣن‬ ‫ﻣﺣﯾط‬ ‫اﺟزا‬ ‫ﻣﺟﻣوع‬ ‫از‬ ‫ﻓراﺗر‬ ‫ﭼﯾزی‬ ‫ﺳﺎﺧت‬
  25. 25. ‫اﺟرا‬ - ۴ ‫ﻣﺷﺗری‬ ‫و‬ ‫اﻋﺿﺎ‬ ‫ﯾﺎ‬ ‫و‬ ‫اﻋﺿﺎ‬ ‫ﺑﯾن‬ ‫ﺗﻌﺎﻣل‬ ‫ﻣﺣﺻول‬ ‫و‬ ‫ﻓرآﯾﻧد‬ ،‫ﻣﺷﺗری‬ ‫ﺑﮫ‬ ‫اراﯾﮫ‬ ‫و‬ ‫ﺳﺎﺧت‬ ‫ﺷده‬ ‫ﺗﻧﯾده‬ ‫ھم‬ ‫در‬ ‫ﻓرآﯾﻧد‬ ‫ﺑﮫ‬ ‫ﺗوﺟﮫ‬ ‫ﺳﺎﺧت‬ ‫وﺟﮫ‬ ‫ﻣﮭﻣﺗرﯾن‬ ‫ﻣﺷﺧص‬ ‫ﭘﯾش‬ ‫از‬ ‫ھدف‬ ‫و‬ ‫ﺻﻠب‬ ‫ﺑرﻧﺎﻣﮫرﯾزی‬ ‫از‬ ‫دوری‬ ‫ﺑداھﮫ‬ ‫ھﻣﮑﺎری‬ ‫و‬ ‫ﻋﻣﯾق‬ ‫آﻣﺎدﮔﯽ‬ ‫ﺳﻣت‬ ‫ﺑﮫ‬ ‫ﺣرﮐت‬
  26. 26. .‫ﺑﺎﺷﻧد‬ ‫ﻣﻣﮑن‬ ‫ﺷﻣﺎ‬ ‫ﻧظر‬ ‫ﺑﮫ‬ ‫ﮐﮫ‬ ‫ھﺳﺗﻧد‬ ‫ﺑرﻧﺎﻣﮫرﯾزی‬ ‫ﻗﺎﺑل‬ ‫ﭼﯾزھﺎﯾﯽ‬ !‫ﻧﻣﯽﺷوﻧد‬ ‫ﺑرﻧﺎﻣﮫرﯾزی‬ ‫ھﯾﭻﮔﺎه‬ ‫ﻣﻣﮑنھﺎ‬ ‫ﻏﯾر‬
  27. 27. ‫ھﻧرﻣﻧداﻧﮫ‬ ‫ﺳﺎﺧت‬ ‫ﺑراﯾﻧده‬ ‫ﻧﮭﺎﯾﯽ‬ ‫ھدف‬ Emergent Final Purpose
  28. 28. ‫ﭼﯽ؟‬ ‫ﭘروژه‬ ‫ﻣدﯾرﯾت‬ ‫ﭘس‬ ‫زﻣﺎن؟‬ ‫و‬ ‫ھزﯾﻧﮫ‬ ‫ﮐﻧﺗرل‬
  29. 29. ‫زﻣﺎن‬ ‫و‬ ‫ھزﯾﻧﮫ‬ ‫ﺑرای‬ ‫راھﮑﺎر‬ ‫دو‬ ‫ﺛﺎﺑت‬ ‫ھزﯾﻧﮫ‬ ‫و‬ ‫زﻣﺎن‬ - ١ Venture Capital ‫ﻧوع‬ ‫از‬ ‫ﻣﻧﻌطف‬ ‫ﺳرﻣﺎﯾﮫﮔذاری‬ - ٢
  30. 30. VC ‫ﻧوع‬ ‫از‬ ‫ﻣﻧﻌطف‬ ‫ﺳرﻣﺎﯾﮫﮔذاری‬ (Staging) ‫ﺑﻧدی‬ ‫ﻣرﺣﻠﮫ‬ - ١ ‫رﯾﺳﮏ‬ ‫ﺗﻘﺳﯾم‬ ‫و‬ ‫اﻧﮕﯾزﺷﯽ‬ ‫ھﻣﺳوﯾﯽ‬ - ٢ (Incentive Alignment Risk Sharing) (Casting) ‫ﺗﯾم‬ ‫اﻋﺿﺎی‬ ‫اﻧﺗﺧﺎب‬ - ٣
  31. 31. ‫ﺑﻧدی‬ ‫ﻣرﺣﻠﮫ‬ ‫اطﻼﻋﺎت‬ ‫ﺧرﯾد‬ Buy Information
  32. 32. ‫اﻧﮕﯾزﺷﯽ‬ ‫ھﻣﺳوﯾﯽ‬ ‫دارد‬ ‫ﻣﻧﻔﯽ‬ ‫ﺗﺎﺛﯾر‬ ‫ﯾﺎ‬ ‫و‬ ‫ﺑﯽﺗﺎﺛﯾر‬ ‫ﻣﺎﻟﯽ‬ ‫اﻧﮕﯾزهھﺎی‬
  33. 33. Artful Management Artful managers begin a project with some ideas of the outcomes they desire, but without controlling preconceptions.
  34. 34. Artful Management They setup a low-cost, iterative process that facilitates exploratory production.
  35. 35. Artful Management They coach their performers on a journey that they themselves cannot take, using earned trust to influence the focus of the group.
  36. 36. Artful Management An artful manager’s job isn’t easy. It requires an appreciation for the characteristics and capabilities of each unique ensemble member.It requires subtlety, authority, and above all, patience.
  37. 37. ‫ﺗﯾم‬ ‫در‬ ‫ﺧﻼق‬ ‫ﻓرآﯾﻧد‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷﻧﺎﺧت‬ - ١ ‫ﻧﮭﻔﺗﮕﯽ‬ - ٢ ‫ﺑﯾﻧش‬ - ٣ ‫ﺑررﺳﯽ‬ - ۴ ‫ﺟزﯾﯾﺎت‬ - ۵
  38. 38. ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷﻧﺎﺧت‬ - ١
  39. 39. ‫ﭼﯾﺳت؟‬ ‫ﺳﺎزی‬ ‫ﺑﺎزی‬ ‫در‬ ‫ﻣﺳﺎﻟﮫ‬
  40. 40. ‫اﺳت؟‬ ‫اﯾن‬ ‫آﯾﺎ‬ ‫ﺑﺎﺷد؟‬ ‫داﺷﺗﮫ‬ ‫وﯾژﮔﯽھﺎﯾﯽ‬ ‫ﭼﮫ‬ Battlefield ‫ﺑﺎزی‬ ‫ﺑﻌدی‬ ‫ﻧﺳﺧﮫ‬
  41. 41. ‫ﻣﺳﺎﻟﮫ؟‬ ‫ﺗﻌرﯾف‬ ‫ﯾﺎ‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷﻧﺎﺧت‬
  42. 42. ‫ﻣﺳﺗﻘل‬ ‫ﺳﺎز‬ ‫ﺑﺎزی‬ ‫ﭼﯾﺳت؟‬ ‫اﺳﺎﺳﺎ‬ ‫ﻣن‬ ‫ﻣﺳﺎﻟﮫ‬
  43. 43. ‫ﭘﺎﻧﮏ‬ ‫اﺳﺗﯾم‬ ‫ﻓﺿﺎی‬ ‫در‬ ‫ﭘﻠﺗﻔرﻣر‬ ‫اﮐﺷن‬ ‫ﺑﺎزی‬ ‫ﯾﮏ‬ ‫ﺳﺎﺧت‬ ‫ﺷﺑﮑﮫ‬ ‫روی‬ co-op ‫اﻣﮑﺎن‬ ‫ﺑﺎ‬ ‫ﺷﺧﺻﯽ‬ ‫راﯾﺎﻧﮫھﺎی‬ ‫ﭘﻠﺗﻔرم‬ ‫ﺑرای‬ ‫دوﺑﻌدی‬ ‫ﺑﮫﺻورت‬ ‫و‬
  44. 44. ‫ﮐردهاﯾم؟‬ ‫ﺗﻌرﯾف‬ ‫درﺳﺗﯽ‬ ‫ﻣﺳﺎﻟﮫ‬ ‫آﯾﺎ‬
  45. 45. ‫ﭼرا‬ ‫زﻧﺟﯾره‬
  46. 46. The Hedgehog Concept - Jim Collins "The fox knows many things, but the hedgehog knows one big thing."
  47. 47. ‫داﺷت؟‬ ‫ﺧواھد‬ ‫را‬ ‫ﺧروﺟﯽ‬ ‫ﺑﮭﺗرﯾن‬ ‫ﻣﺎ‬ ‫ﺗﯾم‬ ‫زﻣﺎﻧﯽ‬ ‫ﭼﮫ‬
  48. 48. ‫ﻋﻼﻗﻣﻧدﯾم؟‬ ‫ﺧﯾﻠﯽ‬ ‫ﭼﯾزی‬ ‫ﭼﮫ‬ ‫ﺑﮫ‬ (Self Awareness) ‫ﺧودﺷﻧﺎﺳﯽ‬
  49. 49. ‫ھﺳﺗﯾم؟‬ ‫ﻗوی‬ ‫ﭼﯾزی‬ ‫ﭼﮫ‬ ‫در‬ (Social Awareness) ‫دﯾﮕران‬ ‫ﺷﻧﺎﺧت‬
  50. 50. ‫ﻣﯽﭼرﺧد؟‬ ‫ﭼﮕوﻧﮫ‬ ‫ﻣﺎ‬ ‫اﻗﺗﺻﺎدی‬ ‫ﻣوﺗور‬ (Marketing) ‫ﺑﺎزارﯾﺎﺑﯽ‬
  51. 51. ‫ﺻﻔر‬ ‫ﻓﺎز‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺗﻌرﯾف‬
  52. 52. ‫ﺑﺎزداری‬ ‫ﺧطر‬ Inhibition
  53. 53. ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷﻧﺎﺧت‬ - ١ ‫اﺳت؟‬ ‫ﻧﮭﻔﺗﮫ‬ ‫ﻣﺳﺎﻟﮫ‬ ‫اﯾن‬ ‫دل‬ ‫در‬ ‫ﭘرﺳشھﺎﯾﯽ‬ ‫ﭼﮫ‬
  54. 54. ‫ﻣﺳﺎﻟﮫ‬ ‫ﺗﺟزﯾﮫ‬ ‫ﭼﯾﺳت؟‬ ‫ﮐﺎراﮐﺗر‬ ‫اﺻﻠﯽ‬ ‫ﻣﮑﺎﻧﯾﮏھﺎی‬ - ١ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫اﺻﻠﯽ‬ ‫ﺳﯾﺳﺗمھﺎی‬ - ٢ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﻓرد‬ ‫ﺑﮫ‬ ‫ﻣﻧﺣﺻر‬ ‫وﯾژﮔﯽھﺎی‬ - ٣ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﮐﻧﺗرل‬ ‫ﺳﺎﺧﺗﺎر‬ - ۴ ‫ﮐﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﻣﺧﺎطب‬ - ۵ ‫ﭼﯾﺳت؟‬ ‫ﻣﯽﺷود‬ ‫ﺗﺟرﺑﮫ‬ ‫ﮐﮫ‬ ‫ﺑﺎزی‬ ‫اﺻﻠﯽ‬ ‫ﺣس‬ - ۶ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﻗﺻﮫ‬ ‫ﭘﯾش‬ - ٧ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ظﺎھری‬ ‫ﺷﮑل‬ - ٨ ‫اﺳت؟‬ ‫ﭼﻘدر‬ ‫ﺑﺎزی‬ ‫طول‬ - ٩ ... - ١٠
  55. 55. ‫ﻣراﺗﺑﯽ‬ ‫ﺳﻠﺳﻠﮫ‬ ‫ﺳﺎﺧﺗﺎر‬ - ‫ﻣﺳﺎﻟﮫ‬ ‫ﺗﺟزﯾﮫ‬ ‫ﭼﯾﺳت؟‬ ‫ﮐﺎراﮐﺗر‬ ‫اﺻﻠﯽ‬ ‫ﻣﮑﺎﻧﯾﮏھﺎی‬ - ١ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫اﺻﻠﯽ‬ ‫ﺳﯾﺳﺗمھﺎی‬ - ٢ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﻓرد‬ ‫ﺑﮫ‬ ‫ﻣﻧﺣﺻر‬ ‫وﯾژﮔﯽھﺎی‬ - ٣ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﮐﻧﺗرل‬ ‫ﺳﺎﺧﺗﺎر‬ - ۴ ‫ﮐﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﻣﺧﺎطب‬ - ۵ ‫ﭼﯾﺳت؟‬ ‫ﻣﯽﺷود‬ ‫ﺗﺟرﺑﮫ‬ ‫ﮐﮫ‬ ‫ﺑﺎزی‬ ‫اﺻﻠﯽ‬ ‫ﺣس‬ - ۶ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ﻗﺻﮫ‬ ‫ﭘﯾش‬ - ٧ ‫ﭼﯾﺳت؟‬ ‫ﺑﺎزی‬ ‫ظﺎھری‬ ‫ﺷﮑل‬ - ٨ ‫اﺳت؟‬ ‫ﭼﻘدر‬ ‫ﺑﺎزی‬ ‫طول‬ - ٩ ... - ١٠
  56. 56. ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷﻧﺎﺧت‬ ... ‫ﭘﻠﺗﻔرﻣر‬ ‫اﮐﺷن‬ ‫ﺑﺎزی‬ ‫ﺑﺎزی‬ ‫اﺻﻠﯽ‬ ‫ﺣس‬‫ﺑﺎزی‬ ‫طول‬ ‫ﻣراﺣل‬ ‫ﺗﻌداد‬ ‫ﺑﺎزی‬ ‫ﭘﯾشﻗﺻﮫ‬‫ﺑﺎزی‬ ‫اﺻﻠﯽ‬ ‫ﺳﯾﺳﺗمھﺎی‬
  57. 57. Constraint Satisfaction Problem
  58. 58. ‫ﻣﺳﺎﻟﮫ‬ ‫ﺻورت‬ ‫درﺧت‬ ‫ﺗﮑﻣﯾل‬ (‫ﺟواب‬ ‫)ﯾﺎﻓﺗن‬ ‫ﺧﻼق‬ ‫دوم‬ ‫ﻓﺎز‬ ‫آﻏﺎز‬
  59. 59. ‫اول؟‬ ‫ﻓﺎز‬ ‫در‬ ‫ﺗﯾم‬ ‫ﻧﻘش‬
  60. 60. ‫ﻧﮭﻔﺗﮕﯽ‬ - ٢ ‫ﺷﺧﺻﯽ‬ ‫ﺗﯾﻣﯽ‬
  61. 61. ‫ﻣﺛﺎل‬ ‫ﺑﺎﺷد؟‬ ‫ﺻورت‬ ‫ﭼﮫ‬ ‫ﺑﮫ‬ ‫ﮐﺎراﮐﺗر‬ ‫ﺣرﮐت‬
  62. 62. ‫ﻧﺎﺧودآﮔﺎه‬ ‫ﻗﺳﻣت‬ ‫ﻓﻌﺎﻟﯾت‬
  63. 63. ‫اﻓﮑﺎر‬ ‫ﺑﺎرش‬ Brainstorm
  64. 64. ‫ﮐﺎراﮐﺗر‬ ‫ﺣرﮐت‬ ‫ﺑرای‬ ‫ﺟواب‬ ‫اﻧواع‬ ●‫ﻋﺎدی‬ ‫رﻓﺗن‬ ‫راه‬ ●‫ﺳرﯾﻊ‬ ‫دوﯾدن‬ ‫و‬ ‫رﻓﺗن‬ ‫راه‬ ‫ﺗرﮐﯾب‬ ●‫ﻣﯽﭼﺳﺑد‬ ‫دﯾوار‬ ‫ﺑﮫ‬ ‫ﮐﮫ‬ ‫ﻓﻠزی‬ ‫ﭘﺎھﺎی‬ ●‫ﭘﺎﻧﮑﯽ‬ ‫اﺳﺗﯾم‬ ‫ﭘﮏ‬ ‫ﺟت‬ ●‫زﻣﯾﻧﯽ‬ ‫وﺳﯾﻠﮫ‬ ‫ﺑﺎ‬ ‫ﺣرﮐت‬ ●‫ﻓﻠزی‬ ‫ﺑﺎلھﺎی‬ ‫از‬ ‫اﺳﺗﻔﺎده‬ ●‫ھﻠﯾﮑوﭘﺗری‬ ‫ﺣرﮐت‬ ●‫ﻗﻼب‬ ‫و‬ ‫طﻧﺎب‬ ‫از‬ ‫اﺳﺗﻔﺎده‬ ●...
  65. 65. ‫ﻣﯽﮔردﯾم؟‬ ‫ﺑﺎز‬ ‫زﻣﺎﻧﯽ‬ ‫ﭼﮫ‬ ١ ‫ﻓﺎز‬ ‫ﺑﮫ‬
  66. 66. ‫ﺗﻐﯾﯾر‬ ‫در‬ ‫ﮐﮫ‬ ‫ﻣﯽﺷود‬ ‫ﺑﺎﻋث‬ ‫ﭼﯾز‬ ‫ﭼﮫ‬ ‫ﺑﺎﺷﯾم؟‬ ‫ﻣﻧﻌطف‬ ١ ‫ﻓﺎز‬ ‫ﺧروﺟﯽ‬
  67. 67. ‫ﭼﯾﺳت؟‬ ‫دوم‬ ‫ﻓﺎز‬ ‫در‬ ‫ﺗﯾم‬ ‫ﺧطر‬
  68. 68. ‫ﺑﯾﻧش‬ - ٣ ‫ﺣرﮐت‬ ‫ﻧوع‬ ‫ﯾﮏ‬ ‫اﻧﺗﺧﺎب‬
  69. 69. ‫ﻣﯽﺷود؟‬ ‫اﻧﺗﺧﺎب‬ ‫ﭼﮕوﻧﮫ‬ ‫ﺗﯾم‬ ‫در‬ ‫ﺟواب‬ ‫اﯾن‬
  70. 70. ‫ﻣﯽﮔردﯾم؟‬ ‫ﺑﺎز‬ ‫زﻣﺎﻧﯽ‬ ‫ﭼﮫ‬ ٢ ‫ﻓﺎز‬ ‫ﺑﮫ‬ ١ ‫ﻓﺎز‬ ‫ﺑﮫ‬
  71. 71. ‫ﺑررﺳﯽ‬ - ۴ ‫دارد؟‬ ‫ﻗرار‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷراﯾط‬ ‫ﭼﺎرﭼوب‬ ‫در‬ ‫ﺟواب‬ ‫اﯾن‬ ‫آﯾﺎ‬
  72. 72. ‫ﺑررﺳﯽ‬ ‫ﺟزﯾﯾﺎت‬ ،‫دارد‬ ‫ﻗرار‬ ‫ﺑﺎزی‬ ‫طراﺣﯽ‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷراﯾط‬ ‫ﭼﺎرﭼوب‬ ‫در‬ ‫اﮔر‬ ‫دارد؟‬ ‫ﻗرار‬ ‫ﻧﯾز‬ ‫ﻓﻧﯽ‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷراﯾط‬ ‫ﭼﺎرﭼوب‬ ‫در‬ ‫آﯾﺎ‬ ‫ﭼطور؟‬ ‫ھﻧری‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷراﯾط‬ ‫ﭼطور؟‬ ‫ﺗوﻟﯾد‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺷراﯾط‬
  73. 73. ‫ﻣﯽﮔردﯾم؟‬ ‫ﺑﺎز‬ ‫زﻣﺎﻧﯽ‬ ‫ﭼﮫ‬ ٣ ‫ﻓﺎز‬ ‫ﺑﮫ‬ ٢ ‫ﻓﺎز‬ ‫ﺑﮫ‬ ١ ‫ﻓﺎز‬ ‫ﺑﮫ‬
  74. 74. ‫ﭼﯾﺳت؟‬ ‫ﺑررﺳﯽ‬ ‫ﻓﺎز‬ ‫در‬ ‫ﺗﯾم‬ ‫ﮐﺎرﮐرد‬
  75. 75. ‫ﺟزﯾﯾﺎت‬ - ۵ ‫ﮐﺎراﮐﺗر‬ ‫ﺣرﮐت‬ ‫ﺟزﯾﯾﺎت‬ ‫ﺗﻣﺎم‬ ‫ﮐردن‬ ‫ﻣﺷﺧص‬ ‫ﺑﺎزی‬ ‫در‬ ‫ﭘﯾﺎدهﺳﺎزی‬ ‫ﺧﻼق‬ ‫ﻓﺎز‬ ‫ﺷروع‬
  76. 76. ‫ﭘﯾﺎدهﺳﺎزی‬ ‫ﺑﮫ‬ ‫طراﺣﯽ‬ ‫ﺳﺎزی‬ ‫ﭘﯾﺎده‬ ‫در‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺑﮫ‬ ‫ﺗﺑدﯾل‬ ‫طراﺣﯽ‬ ‫در‬ ‫راهﺣل‬
  77. 77. ‫ﻧﯾﺎز‬ ‫اﻧﺗﻘﺎل‬ ‫در‬ ‫ﺧطر‬ ‫ﭘﯾﺎدهﺳﺎزی‬ ‫ﻓﺎز‬ ‫در‬ ‫ﻣﺳﺎﻟﮫ‬ ‫ﺻﺣﯾﺢ‬ ‫ﺗﻌرﯾف‬ ‫ﻋدم‬
  78. 78. ‫ﺧﻼق‬ ‫ﺗﯾم‬ ‫ﻻزﻣﮫ‬ ‫ﺑزرﮔﺗرﯾن‬ ‫ﻓرآﯾﻧد‬ ‫در‬ ‫ﺑﺎزﮔﺷت‬ ‫اﻣﮑﺎن‬
  79. 79. ‫ﺑﺎزﮔﺷت؟‬ ‫ﻣﻌﻧﯽ‬ .‫ﻧﻣﯽﺷﮫ‬ ‫ﺗﻣوم‬ ‫ﻣوﻗﻊ‬ ‫ﺑﮫ‬ ‫ﮐﺎرام‬ .‫ﻣﯽره‬ ‫آﺑروم‬ !‫ﮐردم‬ ‫ﺧراب‬ ‫ﻣن‬ :‫ﻣﺳوول‬ ‫ﺷﺧص‬ !‫ﻧﯾﺳت‬ ‫وارد‬ ‫ﮐﺎرش‬ ‫ﺗو‬ .‫دور‬ ‫رﯾﺧت‬ ‫ھم‬ ‫رو‬ ‫ﻣﺎ‬ ‫ﮐﺎرھﺎی‬ :‫ھﻣﮑﺎر‬ .‫ﻣﯽﺷن‬ ‫ﺧﺳﺗﮫ‬ ‫دارن‬ ‫ھﻣﮫ‬ !‫ﺑﺎﻻ‬ ‫ﻣﯽره‬ ‫داره‬ ‫ھزﯾﻧﮫ‬ .‫ﻣﯾﺎد‬ ‫ﮐش‬ ‫داره‬ ‫زﻣﺎن‬ :‫ﻣدﯾر‬ !‫ﻧﻣﯽﺷﮫ‬ ‫ﻋرﺿﮫ‬ ‫وﻗت‬ ‫ھﯾﭻ‬ ‫ﺑﺎزی‬ ‫اﯾن‬ :‫ﻣردم‬
  80. 80. ‫آﺧر‬ ‫ﮐﻼم‬
  81. 81. ‫ﺑﻌد‬ ‫دوره‬ ‫ﺑرای‬ ‫ﺗﻣرﯾن‬
  82. 82. !‫ﺳﭘﺎس‬ ‫ﺑﺎ‬
  83. 83. ‫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/
  84. 84. ‫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
  85. 85. 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
  86. 86. ‫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
  87. 87. ‫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
  88. 88. ‫ﻣﻧﺎﺑﻊ‬ Kano Model https://www.kanomodel.com/ The Inner Game of Tennis https://www.amazon.com/dp/B003T0G9E4 The Inner Game of Work https://www.amazon.com/Inner-Game-Work-Learning-Workplace-ebook/dp/B 000FC1IT0/
  89. 89. ‫ﻣﻧﺎﺑﻊ‬ Social Intelligence: The New Science of Human Relationships https://www.amazon.com/Social-Intelligence-Science-Human-Relationships-eb ook/dp/B000JMKTMS Drawing on the Right Side of the Brain https://www.amazon.com/dp/B005GSYXU4/ The Dark Core of Personality http://www.darkfactor.org/
  90. 90. ‫ﻣﻧﺎﺑﻊ‬ Micro Expressions Training Tools https://www.paulekman.com/micro-expressions-training-tools/ Good to Great, Jim Collins https://www.amazon.com/Good-Great-Some-Companies-Others/dp/00666209 96/ The Ideal Team Player, Patrick Lencioni https://www.amazon.com/dp/B01B6AEJJ0/

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