HD and Dean's List Full Course Notes

Description

HD and Dean's List Extensive Complete Course Notes. Covering every topic and lecture for the whole term. Topics covered: Weeks 1 and 2 (Collaboration and Team Formation): Definition and distinction between collaboration and teamwork (collaborative ideation vs task coordination), the importance of diversity as skills, experiences and mindsets (Sandeep, 2023), friction as productive tension in innovation (Michael, 2023), cognitive biases in team formation (in-group bias, affinity bias, halo effect, status bias, attribution error), principles of effective collaboration (Dr Collins, 2023: active listening, psychological safety, mutual accountability, consistent communication), common team roles (Project Manager, Researcher, Designer, Communication Lead), the team agreement and its components (goals, communication norms, meetings, roles, decision-making, conflict resolution, quality standards), performance vs learning vs people priorities, Tuckman's stages of team development (Forming, Storming, Norming, Performing, Adjourning), psychological safety as the single most important factor in team effectiveness (Google Project Aristotle, 2016). Week 3 (Problem Context and Analysis): The Double Diamond framework (Design Council UK, 2005) with four stages (Discover, Define, Develop, Deliver) and the divergent and convergent thinking pattern in each diamond, the principle of separating problem and solution thinking, macro themes as large-scale societal or business challenges (sustainability case study: GHG emissions from food waste in Australia), narrowing from macro theme to specific problem using research and analysis, the fishbone (Ishikawa) diagram (structure, how to build it using the 6Ms, sub-cause identification via the 5 Whys technique), worked example: food waste and GHG emissions with Group 8 case study, the 5 Ws analysis framework (Who, What, Where, When, Why), ecosystem mapping (primary stakeholders, secondary stakeholders, enabling actors, systemic context), assumption mapping (listing, assessing confidence, identifying critical assumptions, planning verification). Week 4 (Problem Definition and Project Planning): The How Might We (HMW) statement (format, five components of a strong statement, common mistakes table), Group 8 worked example of initial and refined HMW statements, gap identification (four criteria: feasibility, desirability, viability, impact), customised project plan for the solution diamond (timeline, role allocation, key milestones, critical step, contingency), risk matrix (likelihood vs severity axes, Group 8 example risks A to D), project management of assumptions (assumption vs reality table from Group 8 reflection). Weeks 5 to 7 (Ideation, Development and Prototyping): Ideation as divergent thinking in the solution diamond, the Crazy 8s technique (8 ideas in 8 minutes, how to run it, Group 8 worked example of 6 distinct solutions generated), convergence criteria for selecting prototype concepts (feasibility, desirability, impact, novelty), prototyping (definition, low vs high fidelity, why prototype before delivering), COMM1120 prototype process (Group 8: Prototype 1 standalone app vs Prototype 2 integration with existing loyalty programs, 25-person Google Forms survey), collecting and incorporating feedback (structured, representative, actionable, iterative), two rounds of stakeholder feedback collection, the Value Proposition Canvas (Osterwalder et al, 2014: Customer Profile with Jobs, Pains, Gains; Value Map with Products, Pain Relievers, Gain Creators; the fit concept), customer personas (definition, Group 8 example: Aaron Wood, corporate professional aged 37), customer segment table (consumers, supermarkets, environmental charities). Weeks 8 to 10 (Solution Delivery and Evaluation): Convergence on the final solution and rigorous evaluation against the HMW statement, Group 8 EcoPoints final solution (Earn, Save, Give model, HSP Vulnerability Index, integration with Flybuys and Everyday Rewards), persuasive communication principles for presentations (structure, audience focus, evidence, narrative golden thread, vocal delivery, non-verbal communication, visual aids), Assessment 2B communication rubric (language clarity, visual aids, role fulfilment, audience engagement), project evaluation process (roles and responsibilities, action process, critical step, unplanned challenges), the collaboration-innovation nexus (Laperche, Munier and Hamdouch 2008), two directions of influence (collaboration enables innovation; innovation requires collaboration), the two steps forward one step back metaphor applied to the COMM1120 project experience. Kolb's Experiential Learning Cycle (cross-cutting): Four stages in detail (Concrete Experience, Reflective Observation, Abstract Conceptualisation, Active Experimentation with prompts and what to write for each), application to Assessment 1A (team formation focus, one concept, 600 words) and Assessment 1B (collaboration and innovation nexus focus, two concepts including one external, extended), 1A vs 1B comparison table, cheat sheet for 1A using the Hidden Gem metaphor, common mistakes (description vs analysis, weak vs strong abstract conceptualisation, vague vs specific active experimentation), full worked 1B style reflection (Two Steps Forward One Step Back breakdown). Innovation Theory (cross-cutting): Definition of innovation (translation into value, requires implementation), four types (incremental, disruptive, radical, sustaining), innovation in a business context (Laperche et al 2008), design thinking as an innovation methodology (empathise, define, ideate, prototype, test; design thinking vs traditional problem-solving comparison table), growth vs fixed mindset (Dweck, 2006), creative confidence (Kelley and Kelley, 2013), sustainability as a problem context (Brundtland Commission 1987 definition, three dimensions of sustainability: Planet, People, Profit), UN Sustainable Development Goals (SDG 2, 12 and 13 applied to EcoPoints), food waste and GHG data (7 million tonnes, 10 percent of annual GHG emissions, 2 million households food insecure).