1. THECOLLABORATORYProblem Solving + Collaborationin the Learning Environment

2. CEFPI is a Registered Provider with The American Institute of Architects ContinuingEducation Systems (AIA/CES). Credit(s) earned on completion of this programwill be reported to AIA/CES for AIA members. Certificates of Completion for bothAIA members and non-AIA members are available upon request. This program isregistered with AIA/CES for continuing professional education. As such, it does notinclude content that may be deemed or construed to be an approval or endorsementby the AIA of any material of construction or any method or manner of handling,using, distributing, or dealing in any material or product.Questions related to specific materials, methods, and services will be addressed atthe conclusion of each presentation. 3. The CollaboratoryProblem Solving & Collaboration in the Learning EnvironmentPresented By:GREG LOUVIERE AIA, NCIDQRICHARD CHI, LEED BD&CLearning Objectives1. 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. 4. The CollaboratoryProblem Solving & Collaboration in the Learning EnvironmentINTRODUCTIONProblemsSolutionsCase Studies 5. ALL LIFE ISPROBLEMSOLVING -Karl Popper 6. WHAT IS ACOLLABORATORY ? 7. PLACE FORPROBLEMSOLVING 8. SUPPORTSCOLLABORATIVEINTERACTION 9. ENGAGESMULITPLEDISCIPLINES &GROUPS 10. FOSTERSINNOVATIVETHINKING 11. UTILIZESPROBLEMSOLVINGTOOLS 12. Where does the term come from?+a process of value creation that traditionalstructures of communication and teamworkcant achievea facility that provides controlled conditionsin which research and experiments can beconducted using an employed methodologyCollaborationLaboratoryMichael Schrage, No More Teams! 13. WHY DOWE NEEDTO LEARN HOW TOPROBLEM SOLVE ? 14. 7 Survival Skills1 Critical thinking andproblem solving.52 63 74Tony Wagner, The Global Achievement Gap: Why Even Our Best Schools, et al.,New York: Basic Books, 2008.Effective oral andwritten communication.Accessing andanalyzing information.Collaboration acrossnetworks and learningby influence.Agility and ability.Curiosityand imagination.Initiative andentrepreneurialism. 15. Top 10 Employment SkillsNational Association of Colleges and Employers (NACE) Survey, 2013.1 2Ability toCollaborateAbility to plan,organize andprioritize work.Ability tocommunicateverbally withpeople inside/outside of anorganization.Ability toobtain andprocessinformation.Ability toanalyzequantitativedata.Technicalknowledgerelated to thejob.Proficiencywith computersoftwareprograms.Ability to createand/or editwritten reports.Ability to selland influenceothers.Ability to make decisionsand solve problems.3 4 5 6 7 8 9 10 16. The T-Shaped PersonTbreadth of knowledgeworkers should possess adepth of expertise in at leastone area but a horizontalbreadth of knowledge in adepth ofexpertisebroad set of related areas,allowing them to solveproblems with colleaguesacross disciplinesThe Invention of Service Science, Icons of Progress, IBM 100. 17. + =Analytical Thinking Contextual Thinking Integrative Thinking...to not only rely on analytical processes, but also exhibitthe ability to see all of the salient - and sometimescontradictory - aspects of a confounding problem andcreate novel solutions that go beyond and dramaticallyimprove on existing alternativesThe Integrative ThinkerDesign Thinking Business Analysis: Business Concept Mapping Applied, Thomas Frisendal, 2012. 18. The CollaboratoryProblem Solving & Collaboration in the Learning EnvironmentIntroductionProblemsSolutionsCase Studies 19. WHAT IS A PROBLEM? 20. ANUNWELCOMESITUATION 21. A SOURCEOF DISTRESS 22. A QUESTIONTHATREQUIRES ANANSWER 23. AN OPPORTUNITYFOR CHANGE 24. WHAT ARETYPES PROBLEM? 25. PROBLEM?Problems Typologies1 2 3tamecomplex wickedEASY TO SOLVE RESISTS SOLVING RESISTS DEFININGlevel of difficulty 26. Problems Typologiestamea problem...can be solved in a linear fashion using straightforward, reductionist,repeatable, sequential techniques.is amenable to traditional problem-solving approaches and theyintroduce limited consequences and no unintended consequences.has a well-defined goal, its solution is clear.123MAKING SENSE OF IS WITH THE CYNEFIN FRAMEWORKHELEN HASAN, ALANAH KAZLAUSKASPACIFIC ASIA CONFERENCE ON INFORMATION SYSTEMS (2009)HTTP://AISEL.AISNET.ORG/PACIS2009/47/BERNARD ROBERTSON-DUNN24 MARCH 2011 27. MAKING SENSE OF IS WITH THE CYNEFIN FRAMEWORKHELEN HASAN, ALANAH KAZLAUSKASPACIFIC ASIA CONFERENCE ON INFORMATION SYSTEMS (2009)HTTP://AISEL.AISNET.ORG/PACIS2009/47/BERNARD ROBERTSON-DUNN24 MARCH 2011Problems Typologiesa complex problem...tends to be non-linear, difficult to understand and their solutions canlead to other problems and unintended consequences.is not always solved by traditional analytic and project managementtechniques.is not solvable by reductionist or sequential approaches.a successful solution can be understood and quantified.1234 28. Problems Typologiesa wicked problem...has no definitiveformulation.is hard, maybeimpossible, to measureor claim success.has solutions that canbe only good or bad, nottrue or false.has no template tofollow when tackling.always has more thanone explanation.is a symptom ofanother problem.does not have adefinitive scientific testto prove success.is often solvedthrough a one shotdesign effort.is always unique.MAKING SENSE OF IS WITH THE CYNEFIN FRAMEWORKHELEN HASAN, ALANAH KAZLAUSKASPACIFIC ASIA CONFERENCE ON INFORMATION SYSTEMS (2009)HTTP://AISEL.AISNET.ORG/PACIS2009/47/BERNARD ROBERTSON-DUNN24 MARCH 20111254 89367 29. Problem TypologiesAlgorithmsStory ProblemsRule-using/ Induction ProblemsDecision MakingTroubleshootingDiagnosis-Resolution ProblemsStrategic PerformancePolicy-Analysis ProblemsDesign ProblemsWELLSTRUCTREDJonassen, Learning to Solve Problems.SIMPLECOMPLEXILLSTRUCTURED 30. Problem TypologiesAlgorithmsStory ProblemsRule-using/ Induction ProblemsDecision MakingTroubleshootingDiagnosis-Resolution ProblemsStrategic PerformancePolicy-Analysis ProblemsDesign ProblemsJonassen, Learning to Solve Problems.tamecomplexwicked 31. YOUR TURN:IDENTIFY THEPROBLEM TYPE 32. ERRADICATECHILDHOODOBESITY 33. IMPLEMENTA CARSHARE PROGRAM 34. SITUTATIONbent aiPhone 6 35. IMPLEMENTA DISTRICTIPAD PROGRAM 36. The CollaboratoryProblem Solving & Collaboration in the Learning EnvironmentIntroductionProblemsSOLUTIONSCase Studies 37. HOW SOLVEDO WEPROBLEM ? 38. Problem Solving MethodsLINEAR METHODProblemSolutionRESEARCHTimeANALYZEIMPLEMENTFORMULATE 39. Problem Solving MethodsDESIGN THINKINGProblemSolutionRESEARCHTimeANALYZEIMPLEMENTFORMULATE 40. Problem Solving MethodsDESIGN THINKING PROCESSUnderstandUnderstanding ends in insight.CreateCreation ends in ideas.DeliverDelivery ends in reality.DEFINEPROTOTYPE TESTEMPATHYIDEATE1 2 3 41. Problem Solving MethodsDESIGN THINKING PROCESSCONVERGECONVERGEDIVERGEDIVERGEDivergent Thinking = Generating lots of ideas. Convergent Thinking = Judging options,making decisions.DEFINEPROTOTYPE TESTEMPATHYIDEATE 42. Problem Solving MethodsDESIGN THINKING TOOLS: UNDERSTANDOBSERVATION DOCUMENTS MIND MAPPINGPERSONAS/EVENTS EMPATHY MAPS 43. Problem Solving MethodsDESIGN THINKING TOOLS: CREATEBRAINSTORMING VISUAL/SEMANTIC CONFRONTATIONSTORYBOARDING RAPID PROTOTYPING 44. Problem Solving MethodsDESIGN THINKING TOOLS: DELIVERVISUAL MODELINGLO FIDELITY PROTOTYPESTORYTELLINGEXPERIENCE MOCK-UP 45. Problem Solving MethodsDd BIGlittlevs 46. Problem Solving MethodsdAesthetic Driven Approach= Architecture Fashion DesignIndustrial Design Service DesignGraphic Design Experience Design little 47. Problem Solving MethodsDBIG = SystemHolisticHuman-CenteredApproachStrategyService 48. WHAT IS THEKEY FACTOR FORSUCCESSFUL DESIGNTHINKING & SOLVINGPROBLEMS? 49. COLLABORATIONFACILITATIONENGAGEMENTthroughINTERACTION 50. WHAT LEARNING SKILLSCAN DESIGN THINKINGINSTILL IN STUDENTS? 51. AN OLDEDUCATIONMODEL 52. A NEWLEARNINGMODEL 53. WHAT ARE THEACTIVE COMPONENTSOF A COLLABORATORY? 54. The CollaboratoryCOMPONENTS OF A COLLABORATORYA problem solving adventure.An unbiased neutral leader who assists the collaboration toachieve their goals and aid the decision making process.Participation of people who are willing to share andengage in various sized teams and groups.Varied spatial, social, functional and psychologicalfeatures that support the collaborations goals.An array of features that can express and enhance thevalidation and accommodations of the participants.COLLABORATIONFACILITATIONSHAREDPARTICIPATIONACCOMODATIONSMEDIA, MATERIALS& TECHNOLOGY12345 55. FOUR SPACE TYPESThe Spatial Constructs of Creative Situtations,Meredith Bostwick-Lorenzo Eiroa, Associate Director Skidmore, Owings & Merrill LLPThe Learning Spaces CollaboratoryON-DEMANDSPACESHOW MIGHT WESPACEMAKERSPACEWHITESPACESThe Collaboratory 56. The Lab at Deloitte University Westlake, Texas SPACES ON-DEMAND 57. Center for Connected Medicine - University of Pittsburgh Medical Center SPACE HOW MIGHT WE 58. Menlo School Maker Space - Atherton , CaliforniaSPACE MAKER 59. Microsoft Envisioning Center - Redmond, WashingtonSPACES WHITE 60. The CollaboratoryMAKER SPACEHOW WE MIGHT SPACEFOUR SPACE TYPESON-DEMAND SPACESWHITE SPACE 61. The CollaboratoryProblem Solving & Collaboration in the Learning EnvironmentIntroductionProblemsSolutionsCASE STUDIES 62. CASESTUDIESHIGHER EDUCATION 63. D:SCHOOL FOUNDER DAVID KELLEYd:school 64. d.schoolHasso Plattner Institute of DesignStanford University - Stanford, Calif.Opened Fall 2010Cody Anderson Wasney andMKThink Architects 65. d.schoolHasso Plattner Institute of DesignStanford University - Stanford, Calif.Opened Fall 2010Cody Anderson Wasney andMKThink Architects 66. PBKd.schoolHasso Plattner Institute of DesignStanford University - Stanford, Calif.Opened Fall 2010Cody Anderson Wasney andMKThink Architects 67. d.schoolHasso Plattner Institute of DesignStanford University - Stanford, Calif.Opened Fall 2010Cody Anderson Wasney andMKThink Architects 68. DR. TENG-KEE TANBlochExecutive HallBloch School of ManagementUniversity of Missouri - Kansas City 69. Bloch Executive Hall for Entrepreneurship & InnovationBloch School of ManagementUniversity of Missouri - Kansas CityOpened Fall 2013BNIM and Moore Ruble YudellArchitects and JE Dunn Construction 70. Bloch Executive Hall for Entrepreneurship & InnovationBloch School of ManagementUniversity of Missouri - Kansas CityOpened Fall 2013BNIM and Moore Ruble YudellArchitects and JE Dunn Construction 71. BLOCH EXECUTIVE HALL FORENTREPRENEURSHIP & INNOVATIONTHIRD LEVELGROUNDROOFFOURTH LEVEL 72. Bloch Executive Hall for Entrepreneurship & InnovationBloch School of ManagementUniversity of Missouri - Kansas CityOpened Fall 2013BNIM and Moore Ruble Yudell Architects and JE Dunn Construction 73. The InstituteHouston Community CollegeNorthwest Campus- AliefPBKArchitects 74. The InstituteHouston Community CollegeNorthwest Campus- AliefPBK ArchitectsUPTEACHINGSTUDYROOM STUDYINNOVATION LABOPEN STUDY SEATINGGENERAL REFERENCE /COLLECTIONCOMPUTER STATIONSWOMENS TOILETSCERAMICS LAB LAPIDARY/ JEWELRY-MAKINGLABLOBBYDATA ENTRYKIOSKSENROLLMENTSECURE OFFICERSTORAGE/SECUREFILEROOMWORK/BREAK ROOMFINANCIAL AIDOFFICE(S) 3PRE-FUNCTION SPACEFINANCIAL AIDOFFICES (ADA)GENERALSTORAGEWAITING ROOMADACOUNSELINGOFFICECOMMONS AREA/ADVISINGOFFICE COUNSELOR'SOFFICE ADASTORAGEWAITAREACOPYROOMOPEN COMPUTER ZONELIBRARIAN OFFICEOFFICE RECEPTIONIST/LOCKER AREASECURESTORAGEPART TIMEASSISTANTSCLASSROOM #2LACTATIONSUITEINSTRUCTURALCOMPUTER LAB #1INSTRUCTURALCOMPUTER LAB #2BOOKSTORECAMPUSSECRECTARYW/ RECEPTIONWORKROOMSTORAGEMARKETINGMANAGERCAMPUSMANAGERMAINTENANCEOFFICE MAINTENANCESTORAGEFOOD PREP/WARMING ROOMCONTROLROOMUNISEXRESTROOMBULK STORAGEITSENIORTECHBREAK OUT SPACE/LOUNGEDESK WORKSTATIONBREAK OUT SPACE/LOUNGEMECHCIRCULATIONSPECIALTYMATERIALS LABXRDSEMMAIN LAB AREASEMSUPPORTAFMBREAK OUT SPACE/LOUNGEVESTIBULESEMINAR/COLLABORATIONSPACESEMINAR/COLLABORATIONSPACEITBUILDINGSTORAGESUPPORTPOLICEOFFICERSTORAGERETENTIONROOMSERVICE YARDEXTERIORCOVERED AREASEMINAR/COLLABORATIONSPACECIRCUITBOARDASSEMBLYWELDINGWOOD SHOPWOOD BULK WOODEQUIPMENTMETAL WORKINGPROJECTSTORAGELAYOUT / ASSEMBLYKITCHENETTEMEN'STOILET/CHANGINGWOMEN'STOILET/CHANGINGASSISTANTDIRECTOREXECUTIVETEXTILE DIRECTORAREALASERCUTTER/3DPRINTERTECHNICIANWORK STUDYKILNMEPTSTORAGEADACOMPUTERSERVICEDESKRESERVECOLLECTIONROOMCOLLABORATION BOOK DROPZONESTUDYROOM STUDYROOMROOM STUDYROOMSTAFF /REFERENCECOPY /PRINTSTATIONTRIAGECOMPUTERSINSTRUCTIONAL LAB / COMPUTERSONEBUTTONSTUDIORECEPTION/WORK AREASCREENINGROOMSTAFFWORKSTATIONSAUDIOSTUDIOLIBRARIANOFFICEOPEN STUDYSEATINGCOLABORATIONSTAFF WORK/ DIRECTOR OFFICEBREAK RMCLASSROOM #1(ACTIVE LEARNING)MENSTOILETSDIVERGENT ROOM(SMALL)DIVERGENT ROOM(SMALL)DIVERGENT ROOMWOMENSTOILETSMENS TOILETSDEAN'SOFFICEWAITAREAOFFICEMANAGERSTORAGECLOSETCIRCULATIONGREENROOMCONFERENCE/FURNITURE BANQUET SPACESTORAGEIDF ELECMUSEUMLARGE FOCUSROOM 1INFORMAL GATHERINGAREA/ RECEPTIONIST/BEVERAGERECEPTION/WAITINGLARGE FOCUSROOM 2DIVERGENTROOM(MEDIUM)(SMALL)DIVERGENT ROOM(SMALL)DIVERGENT ROOM(SMALL)DIVERGENT ROOM(SMALL)DIVERGENTROOM(MEDIUM)DIVERGENTROOM(MEDIUM)CIRCULATIONSTORAGESTORAGECIRCULATIONCIRCULATIONENTRY PERIODICALSWAITINGROOMWHOS NEXTWHOS NEXTVESTIBULEVESTIBULEELEV. ELEV.360 SEATSEQUIPMENTLAPTOPSTORAGEWELCOME/HELP DESKCOMMONS AREA/MUSEUMSTAIRSTAIRSTAIR1722 SFCOMPUTERWORKSTATIONSCOLDSTORAGESIGN INSTATIONTRIAGECOUNTERCOUNTERSTATIONSWORK STUDYSECUREFILEROOM 75. Q&ATHANK YOU. 76. IS IT IMPORTANT WECREATE LEARNINGENVIRONMENTS FORSTUDENTS TOBECOME PROBLEM-SOLVERS? 77. PLEASE COMPLETE THE SURVEY EVALUATING THIS PRESENTATION:https://www.surveymonkey.com/s/CEFPIMON1130(or access this link directly through your mobile app) 78. IF YOU WOULD LIKE A NARRATIVE OR FURTHER INFORMATIONREGARDING THIS PRESENTATION CONTACT:greg.louviere@pbk.comRE: PROBLEM SOLVING