Building high performing teams

Everyone wants innovation. But how is it achieved? Often, an organisation’s approach to problem-solving does not allow maximum input from the maximum amount of people. By limiting people’s ability to do what they do best, creative thinking and collaborative teamwork – the very sources of innovation – are inevitably compromised.
The Basadur Profile exists to overcome just such situations. It does this by providing a unique system to engage people in the innovation process and bring about real change. A proven, research-based instrument, it helps people identify and capitalise on their individual strengths, lets companies tap into the full range of thinking and resources at their disposal, and allows tasks to be tackled in the most creative, analytical and innovative way, from problem-finding right through to implementation.

The Basadur Profile – how you prefer to innovate and problem solve.

The first thing the Basadur Profile does is recognize that different people have different capabilities. Depending on the individual, one person’s approach to problem-solving and innovative thinking will be different to someone else’s.

Some people’s strengths lie in initiating new projects and opportunities, and actively seeking out problems that need solving. Others are at their best when defining and understanding new initiatives and taking responsibility for them. For other people it’s all about the practical side of things – producing concrete solutions and turning previously abstract ideas into workable reality. Meanwhile, others enjoy seeing a job through, finishing things off and taking action to make things happen.

The Basadur Profile identifies these different styles and creates four corresponding categories: Generators, Conceptualizers, Optimizers and Implementers. People can be skilled in all four areas, so there is crossover. But the important factor is that no matter what people are good at, everyone is included and everyone is equally valued.

By helping you understand these different approaches to innovation and problem solving, and thanks to the insight it provides into preferred ways of working, the Profile lets teams work together more effectively.

Our categories – think of them as individual profiles – dovetail with a four-stage process which can be displayed as a wheel.

The Basadur Team Profile – From the best individuals to the best teams

Underpinning the Basadur Profile is a powerful statistic: when it comes to innovating, teams of people with a diverse mix of styles significantly out-perform teams of a more uniform composition.

Being armed with a clear understanding of individual working styles means you can now build teams that work at full strength. The best teams have an appropriate mix of Generators, Conceptualisers, Optimisers and Implementers. With a diverse line-up, each member plays to their strengths – working at full capacity in their relevant stage of the process while others work at full capacity in theirs. People work together to move through each stage of the process. And because the Profile lets you see where imbalances exist, these can be addressed to give full rein to each person’s creativity and innovation.

The Profile also tells you how much time needs to be spent on given tasks. If for example your team is loaded towards Optimisers and Implementers, you’re made aware that you need to spend more time working at the Generator and Conceptualiser stages.

No one style is more important than another. To work around the circle smoothly and effectively, you need people in each of the four stages. But following the process takes the chance element out. Like a trainer teaching you good technique, the more rigorously you stick to it, the more successful the results.

Simplexity Thinking – a four stage process for innovation

Simplexity Thinking focuses a group through problem formulation to solution implementation using eight clear steps which are outlined on the right. The key process skill used by participants in the process is the deferral of judgment.

In each step, participants diverge – expand the options and possibilities. Divergence is applied throughout the  process to explore fuzzy situations, facts, problem statements, ideas and action steps. After a broad range of possibilities have been generated, participants converge on the options they would like to bring forward to the next step.

Once a team has reached the eight stage, Action, the process either starts again or they look for a new problem or opportnity to work on.

Why Make Happy?

Make Happy provides highly trained and experienced facilitators who are focused on making your workshop as productive as possible. We offer a range of processes and tools and will design your workshop specifically to meet your needs. Our clients range from game-changing tech firms like Uber to world-leading universities like UCL.

Our facilitators are certified in LEGO Serious Play, Osborn-Parnes Creative Problem Solving, FourSight Thinking Profile and Basadur Applied Innovation.

Get in touch

To book this course or enquire about a bespoke training programme for your team, get in touch on +44 20 7275 8531 or fill in our enquiry form (only the first three questions are required).

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