Every team is a living environment. The purpose of a team lives and evolves in the interactions among individual 's experiences of being "in the team". But what can we designers do about designing such an experience? How can a team be designed, and how its way of work should be designed in order to match the team's purpose with the company goals and the willingness of the people who are part of it? What about the life cycle of the experience of being a digital team and the way we could measure its effectiveness? How may the team results will be impactful on the growth of individuals, as well as the business?

1. TEAMING EXPERIENCE DESIGN
Every team is a living environment
Marco Calzolari
twitter.com/marcocalzolari
linkedin.com/in/marcocalzolari
twitter.com/agilereloaded
INTELLIGENZA
ORGANIZZATIVA
INTERSECTION CONFERENCE
UX & Development

2. 2

3. _Kids are Evil Geniuses - James Bond Copycats! on youtube.com__________

4. what job will you do?

6. Web Designer 6

7. 7

8. 8

10. loading 10

11. My Portfolio CV with Macromedia™ Flash® (1999) .

13. what's your job?

14. what's your job?

15. what's your job?

16. _Photo by JC Dela Cuesta on Unsplash__________

17. am I on the right path?

18. Stand by Me - Rob Reiner (1986) .
am I on the right path?

19. ?

20. Hillman Curtis (1961-2012) .

21. Hillman Curtis (1961-2012) .

22. Hillman Curtis - Flash Web Design (2000) .

23. 23

24. Hillman Curtis - MTIV (2002) .

27. Batman Begins - Christopher Nolan (2005) .

28. Re: New Media Design
Hi Marco
Indeed, you don't want to build websites.
You're looking for a way to tell someone’s story.
You opted in with tools you like and you trust, i. e. design for the new media.
Don't take it for granted. Sooner or later, a website won't be the best tool to tell
that story, but you'll still want to tell it.
Be prepared.
HC

29. Re: New Media Design
Hi Marco
Indeed, you don't want to build websites.
You're looking for a way to tell someone’s story.
You opted in with tools you like and you trust, i. e. design for the new media.
Don't take it for granted. Sooner or later, a website won't be the best tool to tell
that story, but you'll still want to tell it.
Be prepared.
HC

30. Hi Marco
Be prepared.

31. Hi Marco
Be prepared.
?

32. ?

33. TALENT?

34. what we talk about
when we talk
about TALENT?

35. Defining TALENT
Dave Ulrich
Human Asset Summit. Budapest, 25–26 October 2011.
COMPETENCE
Right person,
right place, right
time, right skills
COMMITMENT
Value proposition:
what do I give?
what do I get?
CONTRIBUTION
How can meaning
be created in the
organization?

36. 1. Competence

39. 39

40. T-Shaped professional
Disposition for collaboration
Across different disciplines.
Curiosity, enthusiasm, empathy.
TDepth of skill
Contribute to creative process.
Competitive & compete
Tim Brown, CEO of IDEO (2010) .

41. π-Shaped professional
πDisposition for collaboration
Across different disciplines.
Curiosity, enthusiasm, empathy.
Depth of two adiacent skill
Contribute to creative process.
Competitive & compete

42. m

43. mmm

44. Be prepared to reinvent yourself.
Be prepared to go out on a limb
occasionally, and be prepared to
do the things that you feel
strongly about.
— Hillman Curtis

45. 2. Commitment

46. What’s your story?

47. 47
stay with your choice

48. The User’s Journey – Donna Lichaw (2016) .

49. 3. Contribution

50. 50
Hillman Curtis – Times Square Ads for Obama (2008) .

51. mmitment Contribution

52. Competence Commitment Contribution

54. _Weaving on the Ashford Jack Loom on youtube.com__________

56. https://en.wikipedia.org/wiki/Warp_and_weft .

57. Luck is what happens when
preparation meets
opportunity.
— Has been attributed to Seneca (since the 1990s…)

58. 1

59. 1

60. 1

61. 1

62. 1 it’s not a rating / grading
it’s not about predicting performance
it changes over time
it foster mentorship and mutual learning

63. 1

64. 1

65. 2

66. 2

67. 2

68. 2

69. 2Responsibility / RSCI
ACTION / DECISION
Reporting to CEO and BOARD
Pitching new quote to a customer
Design and print the cust journey
Buy new markers and stickies

70. 2Responsibility / RSCI
ACTION / DECISION
Reporting to CEO and BOARD R S I C C
Pitching new quote to a customer R S C C I
Design and print the cust journey S R S I I
Buy new markers and stickies / / / R S

71. 2Responsibility / RSCI
ACTION / DECISION
Reporting to CEO and BOARD R S I C C
Pitching new quote to a customer R S C C I
Design and print the cust journey S R S I I
Buy new markers and stickies / / C R S
Responsible / Supporting / Consulted / Informed

72. 3

73. 3

74. Positive feedback
Occurs when one is told he has done something well or correctly
Negative feedback (not criticism)
It’s conveying information that something was done incorrectly
or inadequately
feedback
3

75. feedback
Positive feedback
Occurs when one is told he has done something well or correctly
Negative feedback (not criticism)
It’s conveying information that something was done incorrectly
or inadequately
_Photo by Ray Hennessy on Unsplash___________
3

76. _Photo by Ray Hennessy on Unsplash___________
3There’s feedback all around you
– if you pay attention.
If you’re not getting enough
feedback, ask for it.
— Anne Saunier
— (Fast Company)

77. 1. What are my strengths?
how do you think they add value to our work?
2. What do you think I need to improve?
what are the consequences of the things I do with less effectiveness?
3. What should I do
start doing or do more often?
stop doing or do less often?
keep doing?
4. How could I improve your work with my actions and behaviours?
5. How could your actions and behaviors improve my work?
peer 2 peer feedback
3

78. Yet
Another
Goddamn
Canvas

79. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
Talent Canvas

80. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
Talent Canvas

81. Favorite Things
Activities you love doing. Tasks
that make you feel “in the flow”.
What you don’t like
too much
Doing what are slowing you
down from improvement?
81
PERSONAL VALUE PROPOSITION JOB T
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIV
BETTER NO
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES

82. Strengths
Your biggest advantages.
What you can guarantee?
Areas of
improvement
About your weaknesses.
What do you feel you’re missing?
82
PERSONAL VALUE PROPOSITION JOB T
WHAT I LIKE
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIV
BETTER NO
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES

83. Purposes
What are your intents?
How you will improve
the whole company?
Needs
Ask for support.
Tools, help
and development.
VALUE PROPOSITION JOB TITLE
KE
H
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
OMMITMENTS OVERALL OUTCOMES

84. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
AUTONOMOUS SYSTEMIC

85. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
HINDSIGHT FORESIGHTINSIGHT

86. UNIQUE VALUE CONTRIBUTION JOB TITLE
FAVORITE
THINGS
DON’T LIKE TOO MUCH
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MUTUAL COMMITMENTS OVERALL OUTCOMES
Competence
Commitment Contribution
Commitment
Commitment
Contribution
Context
Talent Canvas

92. Organization Design
ALUE PROPOSITION JOB TITLE
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MMITMENTS OVERALL OUTCOMES

93. ALUE PROPOSITION JOB TITLE
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MMITMENTS OVERALL OUTCOMES
Organization Design

94. Organization Design

95. Organization Design

96. Organization Design

97. ALUE PROPOSITION JOB TITLE
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MMITMENTS OVERALL OUTCOMES
Organization Design

98. ALUE PROPOSITION JOB TITLE
OVERALL
STRENGTHS
PURPOSES MAIN
ACTIVITIES
BETTER NOT
AREAS OF
IMPROVEMENT
NEEDS
MMITMENTS OVERALL OUTCOMES
Organization Design

99. Organization Design

100. Organization Design

101. teams are little organizations
Organization Design

102. teams are little organizations
Organization Design
interactions

103. teams are little organizations
Organization Design
interactions
living relations

104. teams are little organizations
Organization Design
interactions
living relations
conversations

105. teams are little organizations
Organization Design
interactions
living relations
conversation design

108. _Photo by Ian Schneider on Unsplash__________

109. Marco Calzolari (and others) - Mapping navigation (2004) .

110. Marco Calzolari (and others) - Mapping processes (2014) .

111. purposes are temporary

113. COMPETENCE COMMITMENT CONTRIBUTION

114. COMPETENCE COMMITMENT CONTRIBUTION CONVERSATION

115. _Kids are Evil Geniuses - James Bond Copycats! on youtube.com__________
let your outcomes drives
your team's design
and mood

116. the team as a journey

117. Why?

118. The reason to designing
new media is simple:
to subtly and gently
change the world.
— Hillman Curtis

119. Clip HC 119
The reason to designing
new media is simple:
to subtly and gently
change the world.
— Hillman Curtis
Teaming Experience Design
Marco Calzolari
twitter.com/marcocalzolari
linkedin.com/in/marcocalzolari
twitter.com/agilereloaded
INTERSECTION CONFERENCE
UX & Development

120. Teaming Experience Design
Marco Calzolari
twitter.com/marcocalzolari
linkedin.com/in/marcocalzolari
twitter.com/agilereloaded
INTERSECTION CONFERENCE
UX & Development
The reason to designing
new media is simple:
to subtly and gently
change the world.
— Hillman Curtis