Abstract
Background: Launching teams with a compelling purpose and sound structure is essential for future team performance [1], and participatory team chartering workshops can accelerate an effective team launch [2,3]. Default charters, such as grant proposals and unit mission statements, often lack the specificity to guide observable tasks and coordinated norms, necessitating additional efforts to crystallize team goals. Our ongoing work at the Michigan Institute for Clinical & Health Research (MICHR) focuses on addressing this need through Strategy Jams that utilize design thinking [4]. Strategy Jams are an innovative workshop model aiming to convert a team’s knowledge of audience needs into actionable purposes, principles, and projects. Strategy Jams uniquely integrate common workshop features (e.g., an external facilitator) and design thinking principles (e.g., empathize, define, ideate, prototype, and test). Design thinking is a human-centered approach to problem-solving and innovating [5]. It encourages teams to involve everyone in iteratively designing solutions to meet stakeholder needs. We posit that this approach can accelerate research team development and effectiveness [6].
Method: Building on last year’s work, we now report the outcomes of four Strategy Jam pilots—two more than previously reported—along with more longitudinal results. This ongoing mixed-method study triangulates qualitative insights from participant interviews with longitudinal quantitative data collected through the Team Diagnostic Survey [7]. This robust methodology allows us to capture a comprehensive view of the impact of our Strategy Jams over time.
Findings: ...
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References
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