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一般情况下,一个团队在超过21人时,就很难形成有效沟通了。所以多数的创意团队都不会超过这个规模,而是把人数控制在6～10人,世界顶尖的创新型公司IDEO就是这样做的。但这又带来了新的问题,“分裂”成更小的团队后,团队内部的沟通虽然加强了,但团队间却形成阻碍交流的壁垒。另外,更加扼杀创造力的“分层决策”方法,比分散责任更糟糕。这种方法让负责创新的小组不断事后关注那些职位比他们高的人的想法,而不是考虑消费者的意见。以上两种情况就是所谓壁垒和天花板,它们是指在组织中的不同团队和部门之间以及上下级之间由于各种主、客观原因而存在的抑制高效创新的障碍。每一个创新型公司或组织都采取了各种不同的方式,为激发组织活力而尽一切可能打破这些壁垒和天花板。比如在IDEO,它的美国总部共有
Under normal circumstances, a team of more than 21 people, it is difficult to form an effective communication. So most of the creative teams will not exceed this size, but to control the number of 6 to 10 people, the world’s leading innovative company IDEO is doing so. However, this brings new problems. When “splitting” into smaller teams, the communication within the team is strengthened, but the barriers between the teams form a barrier to communication. In addition, the “stratified decision-making” method that stifles creativity more than decentralized responsibilities. This approach allows teams in charge of innovation to continually focus on the ideas of people who hold higher positions than they think, rather than considering consumer opinions. The above two cases are the so-called barriers and ceilings. They refer to the obstacles that inhibit efficient innovation between different teams and departments in the organization and between superiors and subordinates for various subjective and objective reasons. Every innovative company or organization has taken a variety of different approaches and, to the excitement of the organization, does everything possible to break these barriers and ceilings. For example, in IDEO, its US headquarters share