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The Brainstorming Process Is B.S. But Can We Rework It?

admin — Fri, 10 Feb 2012 21:36:38 +0000

Read this article and share your thoughts!!

TWO RECENT ARTICLES ARGUE THAT BRAINSTORMING DOESN’T MAKE PEOPLE MORE CREATIVE. SO HOW MIGHT WE REMAKE THE BRAINSTORMING PROCESS, GIVEN WHAT SCIENCE TELL US?
The business practice of brainstorming has been around with us so long that it seems like unadorned common sense: If you want a rash of new ideas, you get a group of people in a room, have them shout things out, and make sure not to criticize, because that sort of self-censoring is sure to kill the flow of new thoughts.

It wasn’t always so: This entire process was invented by Alex Osborn, one of the founders of BBDO, in the 1940′s. It was motivated by Osborn’s own theory of creativity. He thought, quite reasonably, that creativity was both brittle and fickle: In the presence of criticism, it simply couldn’t wring itself free from our own minds. We could only call our muses if judgments didn’t drag us down. Osborn claimed that this very brainstorming process was the secret to BBDO’s durable creativity, allowing his ad guys to produce as many as 87 ideas in 90 minutes–a veritable avalanche. “The brainstorm had turned his employees into imagination machines,” writes Jonah Lehrer in a long, excellent article in The New Yorker. But as Lehrer argues, the only problem with all this is that brainstorming is total bullshit.

You’re More Creative Working Alone

As an opening salvo, Lehrer lays out a devastating experiment, conducted in the 1950s, which found that when test subjects tried to solve a complex puzzle, they actually came up with twice as many ideas working alone as they did when working in a group. Numerous studies have since verified that finding: Putting people into big groups doesn’t actually increase the flow of ideas. Group dynamics themselves–rather than overt criticism–work to stifle each person’s potential.

Lehrer doesn’t quite explain why that happens. But in a nice coincidence, Susan Cain tackles that very problem in her upcoming book, Quiet: The Power of Introverts in a World That Can’t Stop Talking. As she explains in The New York Times, groups don’t encourage creativity because of the social pressure they bring to bear:

People in groups tend to sit back and let others do the work; they instinctively mimic others’ opinions and lose sight of their own; and, often succumb to peer pressure. The Emory University neuroscientist Gregory Berns found that when we take a stance different from the group’s, we activate the amygdala, a small organ in the brain associated with the fear of rejection. Professor Berns calls this “the pain of independence.”

Criticism Improves the Brainstorming Process

Those findings all probably make sense to anyone who has sat in a brainstorming session and wondered why Debbie from accounting suddenly became the world’s most vocal expert on car design. (Here, I’m referencing a real-life experience I got sitting in on a brainstorming session for a major car company.) But Lehrer goes on to point out that other studies have shown that the presence of criticism actually increases the flow of ideas. One experiment compared two groups: One which brainstormed with a mandate not to criticize, and another which had the license to debate each others ideas. The second group had 20% more ideas–and even after the session ended, the people in the second group had far more additional ideas than those in the first.

[Groups don’t encourage creativity because of the social pressure they bring to bear.]

Why is that? Lehrer doesn’t really say, and neither do his sources. But this idea makes sense. The problem with traditional brainstorming is the assumption that good ideas can spring up unbidden. In real life, the process is more interesting than that. Usually, inventions often begin when an inventor spots a problem. Good ideas usually don’t hang by themselves, unattached. They come about as solutions. Thus, allowing criticism into a room full of people trying to brainstorm allows them to refine and redefine a problem. Adding more and more complex problems to the mix doesn’t stifle creativity–it actually gives the mind more to work with, simply by demanding that we find better and better answers.

Creativity Is About Happenstance, Not Planning

Lehrer then goes searching for better models of the creative process, and finds a couple. One comes in the form of a professor who was able to study how the relationships within a group affect the quality of their work. Brian Uzzi, a sociologist at Northwestern, found that on Broadway the worst-performing productions were the work of two groups: Those that had worked together too much, and those that had worked together too little. Too much familiarity bred groupthink. Too little meant that they didn’t have enough chemistry to challenge each other. The most productive groups were those with a baseline of familiarity but just enough fresh blood to make things interesting.

But there’s a serendipity involved that you can’t fake: Studies have shown that the most successful groups of scientists also work in extremely close physical proximity. Just being around another creative person is vital to the process, because so many ideas happen as a result of water-cooler chatter and passing contact. The best support comes by anecdote: Building 20, a famous hothouse of ideas on the MIT campus. It worked because its design was so crappy and haphazard. It was nothing more than a sheetrock box, but in its maze of corridors and cramped offices, scientists of all stripes often found themselves happening upon conversations with others from wildly different fields. It’s no accident that so many breakthroughs came from that building, including radar, microwaves, the first video games, and Chomskyan linguistics.

Increasingly, companies such as Vitra are designing workspaces designed to blend intense solitude, shown above, and relaxed, freewheeling sociability.

Can We Rework the Brainstorming Paradigm?

I laid out all of these details from Lehrer’s article because each of these findings suggest that the brainstorming process might not be totally hopeless after all. We know that breakthrough insight likely requires intense, individual reflection. We also know that criticism unlocks creativity. And finally, we know that creativity can be fostered by a certain type of physical space.

[Solutions only flow when the problem becomes interesting enough to demand new ideas.]

Each of these findings, taken together, is cause for optimism. For one, the brainstorming might work better if it focused not on finding solutions, but rather identifying problems. What if, during a brainstorming session, people weren’t asked to simply throw out ideas, but rather problems as well. Granted, you’ve still got the annoying problem of groupthink. But the fact is that people are usually better at finding fault than they are at finding answers. Properly harnessed, that could be a good thing. Let’s say, for example, you’re trying to invent a new computer UI. It’s much more productive to find what drives people nuts and the features that keep them from doing what they want to do than it is to find out what sort of computer they’d like to have in some idealized fantasy world. Solving such a complex problem as UI design demands a certain subtlety and depth of thought. But those solutions only begin flowing when the problem becomes interesting enough to demand new ideas. My point is that by reframing what we expect to gain from some technique such as brainstorming, we might make it far more useful.

Finally, the fact that office design can so dramatically affect the work we produce means that designers have the wherewithal to affect a company’s core mission. Designers really can make a company smarter, if they embrace the chaotic reality of creativity, rather than trying to create spaces where every last function and possibility has its place. In other words, there might be room for a new design paradigm that embraces both limitations and flexibility. You can create offices where accidental encounters are encouraged. And you can create offices where nothing is ever fixed. The smartest office isn’t perfect, and it isn’t permanent.

By: Cliff Kuang

TEAMS Design Party (in honor of the Chicago Auto Show)

admin — Mon, 06 Feb 2012 18:34:18 +0000

UPDATE:

To see the event’s photos: click HERE.

WHEN:

February 10, 2012 from 6:00 – 9:00 PM

WHERE:

1812 W. Hubbard Street
Chicago, IL 60622 Map it!

TEAMS Design is hosting a party in honor of the Chicago Auto Show. Meet and mingle with IDSA members and automotive design enthusiasts from across the country at this event co-sponsored by IDSA.

They’ll have:

- A short presentation about the new Dodge Dart presented by the designers (cool renderings are guaranteed!)
- PS3 Gran Turismo 5 Viper vs. Vette duel on two huge HD screens.
- Wacom Cintiq sketching in the mid-space (where we do the Iron Sketch events)
- The studio space will be open too
- And of course, plenty of food and beverages.

Here’s a preview of the excitement to come:

Dodge Dart

PS3 Gran Turismo 5 Viper vs. Vette duel on two huge HD screens

Dodge Viper in Grand Turismo 5

TEAMS Design Par-tay!

3 Tips For Designers: Making People Love to Work with You

admin — Tue, 24 Jan 2012 18:12:11 +0000

To be a great designer, you don’t only have to walk the walk, you also need to talk the talk. I’m a product development project manager with a small New York start-up in China and I love to work with creatives from around the world. Here is my very short list of the simple things every designer should do, to make working with development a wonderful experience.

Communicate Professionalism

Be Professional in all your communications. I’m South Korean and work in Chinese and English. When I’m working I want to understand you meaning so be precise, concise, and thorough in all your communications. You don’t need to write like a prune, but when I read a LONG email with a lot of “you-know”s I can’t help but tap my foot and wonder if you’re taking it seriously. It demonstrates your professionalism. With experienced designers, communications are amiable but short and to the point, so my advice, to look sharp, communicate professionalism.

Be Detail-oriented

Detail, Detail, D-E-T-A-I-L. I love it and so should you. Detail demonstrates effort and that you care about the project. You’d think it goes without saying but… eh, mer, no. I notice a lot of effort that goes into the overallaesthetics isn’t put into Spec Sheets, BOM, and communications. I remember a part of the recent Steve Job book detailed how much effort & time he put into every detail, like the apple product ’roundy’ edge. That’s the kind of detail-oriented product design that needs to be specially noted so we can prioritize that in development. I’m not a designer, I collaborate processes to bring sketches to real-live products. If I get a sketch or CAD that leave a lot of room for interpretation, that’s what you’ll get in the end – my interpretation. So get nitty-gritty. It will save on time, sample costs, and most importantly gets us collaborating, not talking past each-other.

Be Proactive / On-top of it

Be a problem solver, engaged participant, or at the least, respond quickly to requests for feedback even if it’s a simple “got it, will send feedback tomorrow”. We’re all busy people but one thing that makes certain designers stand out to me is just general responsiveness. Especially when working remotely, this kind of character is well received. One designer I worked with had a great idea for his design. I loved it and we decided to make a prototype. But there were some design issues that required research and collaboration. That’s when things started to break down and a good relationship went bad. The designer had a great concept but when he let communications lag before responding, was difficult to get on the phone, and generally didn’t make time until several days would go by. My advice, never let anyone wait for your feedback. Send it or tell them when it’s coming. It makes a world of difference.

About the Author: Holly Kim is a Product Development Project Manager at Groopti, a New York based website for making and selling user-generated furniture. Connect with Holly via Email or Twitter

Read the original article HERE.

Electrification 2.0 (A Second Act for Tesla)

admin — Fri, 20 Jan 2012 00:00:21 +0000

Tesla Motors the company that brought back the electric car form the wilderness and in fact gave allure and glamour to electric cars in the guise of the boutique 2 seater performance car is now gearing up for what may be the make or break of the California based company. The introduction of the Model S 5 seater sedan was announced at the end of 2011 with a base price of 57,400 dollars with topping off at over 87,400 dollars for a performance version of the vehicle which will include features such as as 85 KWH battery pack giving the car a 300 mile range between charges and 4.4 second 0 to 60 acceleration.

Visionary CEO Elon Musk had the foresight to deliver a high end 109.000 dollar price point roadster over the past few years which at once shattered many myths about both the aesthetics and performance capabilities of electric cars. Boasting a 0 to 60 MPH acceleration of less then 4 seconds and a 245 mile range the roadster has set a yet to be challenged standard in the industry. While on the surface the vehicle might sometimes be derided plaything for the uber rich and especially the Hollywood set the decision to bring to market a high end electric sports car has already branded a certain prestige and status which has served the firm well in terms of attraction and desirability. Mr. Musk has also had the bravado to articulate a vision of a post-internal combustion era for automobiles decades in the future and must be credited for being the only one offering a highway drivable all electric vehicle years before
Nissan and Chevy entered the ring in 2011.

The initial manufacturing run of Tesla Roadsters (about 2600) has will end as of early 2012 and the companies full efforts will be focused on the manufacture of the Model S four door sedan which will be available by summer of 2012. Although it may well be argued now that Tesla now will have a vehicle which is affordable by the upper middle class in addition to the top 1 percent the availability of a mass produced all electric vehicle by a company that only came into existence in 2003 is a feat in itself. It can also realistically be argued that Tesla may well be directly be
responsible for the accelerated adoption of lithium ion battery technology as an industry standard for electric vehicles and may have indirectly have been reason for the majors to have more aggressively pursued the production of there own electric vehicle offerings. Recent partnerships with the likes of Toyota and Daimler have enhanced their credibility as both a supplier of proprietary technologies and a leader in both power train and battery development.

The electric motor is inherently more efficient then internal combustion engines and by virtue of having less moving parts has a lower breakdown rate and a lower maintainance cost. The key stumbling blocks remain range limitations (which Lithium Ion batteries have done much to diminish) and and the still sparse availability of charging stations. The gradual proliferation of 240 volt and very recently 480 volt charging stations have the potential to be a game changer in the coming years. Although not yet readily available and requiring special power lines the installation the 480 volt chargers would allow for a full charge in less then half and hour. One point of note that might be questionable has been Tesla’s non-involvement when several other manufacturers of electric cars agreed on a standardized approach to charging in October of 2011. (It should be noted that adapters do exist)

The upcoming Model S will be offered in four different incarnations based on various range capabilities, 160 miles, 230 miles and 300 miles respectively in addition the high performance model. A modest 5000 cars are planned to roll out the second half of 2012 with the intention of ratcheting up to 20,000 by 2013. The body frame and structure of the Model S will be 98% aluminum (one wonders whether Magnesium was an option?) in contrast to the primarily carbon fiber Roadster. The B-pillars between the front and rear doors as well the bumper system make use of a high strength steel so this more traditional metal comes into play when ensuring and enhancing safety becomes an issue, Whereas the carbon fiber Roadster body bore some similarities and shared some parts with the Lotus Elise. The Model S represents an entire ground up design with an entirely new platform architecture. One key aspect of this is the battery pack in the actual floor which in turn adds to the stability and safety of the vehicle. The gearbox and motor are fitted into rear suspensions sub-framed as with the Roadster the batteries and motor have a liquid cooling system which in turn maintains a temperature that allows the battery pack to operate at peak efficiency. Most notable about the interior is the centerpiece touch screen which in addition to navigation and GPS will allow for the inclusion of additional applications. One is intrigued by the cross-fertilization of designers and engineers which often has included people with non-automotive and the net result of a disruptive, if not revolutionary, technology.

Some weeks back it was announced that the 2012 production run has been sold out (cars are reserved through a down payment program), and it has been articulated by Mr. Musk that the company expects profitability by 2013. Tesla is headquartered in Palo Alto, California and will manufacture the Model S at a 350,000 sq. ft facility in Fremont, California. Of note to those among our readers who are engineers and designers is the fact that Tesla’s ramp-up will require a doubling of the size of their 1400 strong workforce over the course of 2012, and as a result, it currently has hundreds of
jobs listed on there website. Head of human resources, Arnmon Geshuri, who previously worked for Google from 2004 through 2009 during that companies biggest growth phase, has articulated a doubling of the Tesla workforce both in 2012 and 2013. In addition to looking for the creme de la creme of vehicle technicians, electrical, and designer engineers, the company is very much on the lookout for those who think outside the box who can bring creative thinking to their work environments. This often means pulling from outside the auto industry to fill its ranks.

We can well assume that simple availability of a car with a 300 mile range will in and of itself be a game changer which can dispel issues such as range anxiety and expect this to be be part of a longer term trend for greater ranges among electric vehicles in general coming years. We can also expect an incremental tweaking of Lithium Ion battery technology which will more then likely improve performance over coming years simultaneous to economies of scale reducing the cost of Lithium Ion battery packs. Even the most guarded and conservative estimates expect an over 50% reduction in cost by the end of this decade with more optimistic projections anticipating up to 75%. This could well mean we could be down to anywhere from 200 to 400 dollars per KWH by 2020. The DOE has even more optimistic projections of 125 dollars per KWH by 2020. This may well involve a yet unrealized breakthrough technology.

If it can indeed live up to it’s stated performance and specs we can conclude that the much anticipated Tesla Model S may well represent the gold standard in terms of the best available mass produced electric car in 2012 and look forward to its delivery this summer. Kudos to Elon Musk, Franz Von Holhausen and Peter Rawlinson for accelerating the future into
the present. (Part 2 of this article will focus more exclusively on the design and engineering aspects of the Model S and
include an interview with a key member of the Tesla design team)

By: David J Mazovick

Image Gallery:

The Tesla Roadster changed perceptions about the range and performance of electric cars.

range in it’s most expensive incarnation"/>

The Model S expected in July promises up to a 300 mile range in it’s most expensive incarnation.

The aerodynamic all Aluminum body and chassis assures a lighter weight vehicle hence a longer range.

The transition from boutique sports car to four door Midsize Coup sights a more mainstream consumer.

If delivered as expected by Summer of 2012 the Model S will enhance Tesla’s credibility as crème de la crème of electric vehicles.

The infrastructure for recharging is still in its formative stage. Level 3 charging which would allow for full charges in 30 minutes looks to be around the corner.

10 top inventions for 2011

admin — Fri, 13 Jan 2012 21:17:03 +0000

In the five years that Popular Science has run the Invention Awards, we’ve seen a lot of remarkable things come out of people’s garages. Some are designed to treat the sick or save the planet. Others are simply fun to play with. But no matter what the purpose, the brilliance of the inventions and the dedication of the individuals behind them are always inspiring.

This year’s 10 honorees carry on the tradition: a pen that can screen for prenatal diseases for less than a penny, a machine that uses a boat’s exhaust to treat onboard waste, and even a jet-propelled body board light enough to carry from your car to the water. Each of this year’s inventions takes on a different challenge—and solves it in its own ingenious way.

The Stark Hand

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John B. Carnett
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Popular Science

Created by Mark Stark, The Stark Hand prototype provides an ingenious, comfortable, and very inexpensive alternative to the hook his friend Dave Vogt had worn all his life. With the new hand, Dave can now catch balls and grip wine glasses.

Advertise | AdChoices

The BodyGuard

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John B. Carnett
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Popular Science

David Brown designed The BodyGuard, a crime-fighting armored glove, as built-in self protection. The demo model has a camera, a wrist mounted stunner and lots of room for future improvements. The idea came to David while talking to his friend, Kevin Costner.

Check out our full feature, and awesome video, on the BodyGuard here.

The PrintBrush

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Jonathan Worth
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Popular Science

Weighing in at less than a pound, Alex Breton’s PrintBrush easily fits in a laptop bag and prints on any flat surface, from wood to fabric to plastic. Alex worked on the project for 11 years, but a version with a bonus built-in camera comes out early next year.

Want to see this handheld printer in action? Check out our feature — and video — here.

The Katal Landing Pad

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Jussi Grznar

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Popular Science

Aaron Coret and his friend Stephen Slen came up with the Katal Landing Pad after Aaron had a nasty snowboarding accident. The board, which was used during the 2010 Winter Olympics, provides a giant cushioned landing for snowboarders and helps make the sport safer.

Check out our feature on the Katal Landing Pad, with bonus video interview, here.

Advertise | AdChoices

Dynamic Eye Sunglasses

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John B. Carnett

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Popular Science

Unlike regular sunglasses, Chris Mullin’s glasses block glare instantly with liquid crystal lenses that darken the most where the sun’s light is the brightest. A particularly sunny commute inspired Mullin’s invention.

Want to see these glasses in action? Check out our feature, and video, here.

The Bed Bug Detective

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John B. Carnett
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Popular Science

Built to imitate a dog’s nose, the Bed Bug Detective sniffs out bedbugs quickly. Chris Goggin plans to create a model that can detect other pests, too, including mice and cockroaches.

A Prenatal Marker to Screen for Pregnancy Complications

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John B. Carnett
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Popular Science

Designed by a college student and his classmates, the Prenatal Screening Kit, or safety pen, helps detect complications in pregnancies at an early stage. The pen will be quite cheap, costing only a third of a cent per use, making it a perfect tool for hospitals in developing nations.

Click here for more info on this amazing medical advance.

Advertise | AdChoices

The Zero Liquid Discharge

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John B. Carnett
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Popular Science

With a pleasant name for a gross procedure, the Zero Liquid Discharge, or ZLD, completely oxidizes and evaporates sewage from boats, airplanes and RVs. After flash evaporation, the waste leaves as a harmless, odorless aerosol.

Click here to read more about the ZLD and see a video of its waste-fighting in action.

Kymera Motorized Body Board

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John B. Carnett
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Popular Science

The lightweight Kymera Body Board is Jason Woods’s solution for a timeless problem (for lucky people): how to have fun at the lake without the hassle of lugging a boat around. The latest version of his motorized body board hits speeds of 25 mph.

Want to see this part-boat, part-body-board in action? Check out more info (and a video) here.

The Medical Mirror

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John B. Carnett
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Popular Science

While it can’t tell you if you’re the fairest of them all, the Medical Mirror can tell you your heart rate, which is probably more valuable in the long run anyway. A webcam behind the mirror captures variations in reflected light on your face, and an algorithm translates that into heartbeats.

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Harvard Business Review Blog: “Why I Hire People Who Fail”

admin — Thu, 05 Jan 2012 20:28:54 +0000

A few weeks ago, I wrote about avoiding social media failures. I briefly mentioned our company’s “Failure Wall” and was surprised by the number of comments and questions I received about it. What’s the purpose? How does it work? And what other kinds of things do you do in that crazy office of yours?

The failure wall was part of our efforts to create a company culture where employees can take risks without fear of reprisal. As NPR’s Here and Now reported earlier this year, we started by collecting inspirational quotes about failure. Among my favorites:

“Success is going from failure to failure without loss of enthusiasm.” – Winston Churchill
“I have not failed, I’ve just found ten thousand ways that won’t work.” – Thomas Edison
“Mistakes are part of the dues one pays for a full life.” – Sophia Loren
One random Thursday night, I returned to our corporate headquarters afterhours with a bottle of wine and a box of acrylic paints. My assistant and I used stencils to paint about three dozen such quotes onto a large white wall in our break room. As first time stencilers, this project itself seemed destined to end up a byline on the (slightly gloppy) failure wall until we gratefully accepted some much-needed painting assistance from my wife.

After we finished painting around 1:00AM, we fastened a dozen Sharpies to the wall alongside these simple instructions: (1) describe a time when you failed, (2) state what you learned, and (3) sign your name. To set the tone, I listed three of my own most memorable (and humbling) failures.

In the beginning, the wall was met with surprise, curiosity and a bit of trepidation. We didn’t ask anyone to contribute and we didn’t tell people why it was there, but the wall quickly filled up. Some of the entries are life lessons: “After 7 years of practicing, I quit playing violin in high school to fit in. Lesson learned — who cares what other people think.” Some are financial mishaps: “I thought buying Yahoo at $485 a share was a good idea.” Many are self-deprecating: “My successful failure is working in online marketing when I came to LA to work in showbiz.” Some are more than a little amusing: “I thought it was spelled ‘fale.’”

I’ve said this before but it bears repeating: success by failure is not an oxymoron. When you make a mistake, you’re forced to look back and find out exactly where you went wrong, and formulate a new plan for your next attempt. By contrast, when you succeed, you don’t always know exactly what you did right that made you successful (often, it’s luck).

We don’t just encourage risk taking at our offices: we demand failure. If you’re not failing every now and then, you’re probably not advancing. Mistakes are the predecessors to both innovation and success, so it is important to celebrate mistakes as a central component of any culture. This kind of culture can only be created by example — it won’t work if it’s forced or contrived. A lively culture is nebulous, indefinable, ever-changing. Try to package it in a formal mission statement and you just may suffocate it.

The best way to shape culture is of course to focus on hiring the people who will ultimately make up that culture. Yet this is often overlooked, replaced with corporate values, slogans, and mission statements. It took billions of years to create and define all of the world’s great cultures — through failure after failure — so it is with arrogance alone that we executives think we can create and define one for our company. To be blunt, cultures are not created or defined by executives; they evolve around the people who make up a company.

I personally interview every candidate at our corporate headquarters. By the time a prospective employee’s resume reaches my desk, the department heads are convinced that the candidate can do the job. But for each person we end up hiring, I still end up interviewing countless other highly qualified candidates who were vying for the job. I’m mainly looking for cultural fit, and there is no more important job for a CEO.

If we hadn’t hired people who cherish failures, my entries on the failure wall would be very lonely. Often when interviewing, I poke around and see if I can get the candidate to acknowledge a failure. It’s a red flag to me if a candidate can’t admit a mistake with a bit of self-deprecating humor. The tendency to dodge direct questions with a Miss America-style answer may indeed be a great asset to someone else’s company, but it’s not a great fit for success at mine.

Bridgestone Unveils Airless Tires

admin — Thu, 05 Jan 2012 20:07:20 +0000

Designers have been having a field day the past few years, coming up with innovative ways to make cars, motorcycles and other vehicles more environmentally friendly. But one thing tends to remain constant — the tires. For the most part, they’re still rubber, they’re still full of air, and they eventually wear out or go flat.

The folks at Bridgestone hope to change that. At the 42nd Tokyo Motor Show earlier this month, the company unveiled its “non-pneumatic” Air-Free Tire Concept, which is constructed with a complex web of spokes made from moldable thermoplastic resin.

Both Michelin and Yokohama Rubber have developed similar tires in the past, but neither gained any traction (pardon the pun) in the market.

Bridgestone, however, hopes to achieve mass market success with a tire that can be easily recycled, while reducing maintenance and the risk of punctures.

The initial tires are 9-inch models and designed for golf buggies and electric carts. Airless tires for full-size vehicles are still under development, but could conceivably eliminate the need for a spare tire — reducing weight and freeing up storage space in next-generation electric/hybrid vehicles.

You can see a video of the tires in action below:

Army Developing Next-Generation Helicopter

admin — Wed, 21 Dec 2011 22:33:40 +0000

The featured image above is a computer-generated imagery of one of several configurations that the US Army is looking at as part of the initial development work on its next-generation helicopters. (US Army imagery),

WASHINGTON — The Pentagon and the U.S. Army are in the early stages of a far-reaching Science & Technology effort designed to engineer, build and deliver a next-generation helicopter with vastly improved avionics, electronics, range, speed, propulsion, survivability, operating density altitudes and payload capacity, service officials said.

The Army-led Joint Multi-Role, or JMR program is a broadly-scoped Pentagon effort, including input, officials and working group members from the Office of the Secretary of Defense, other military services, Coast Guard, Special Operations Command and NASA, among others.

“Our overall philosophy from a program perspective is to leverage what we are learning from the user communities and establish what technologies will provide the desired new capability. Right now the Future Vertical Lift community is working on developing the capabilities document,” said Ned Chase, chief, Platform Technology Division, Aviation Applied Technology Directorate, and science and technology lead for the JMR Technology Demonstrator Program.

VISION OF CAPABILITIES

Building a helicopter able to sustain speeds in excess of 170 knots, achieve an overall combat range greater than 800 kilometers (combat radius of 424 kilometers) and hover with a full combat load under high/hot conditions (altitudes of 6,000 feet and 95 degrees F) are among the many capabilities sought after for the JMR. Plans for the next-generation aircraft also include having a degree of autonomous flight capability or being “optionally manned,” successful weapons integration and compatibility, a core common architecture in terms of next-generation electronics, sensors and on-board avionics, manned-unmanned teaming ability and shipboard compatibility.

“We’re trying to create a vision,” Chase said, referring to the effort to harness technological innovation with a mind to looking beyond current force technology and identifying possible next-generation solutions in a range of areas such as propulsion, airframe materials, rotor systems, engine technology, survivability equipment and Mission Systems, among others.

The JMR program, which seeks to begin designing several “demonstrator” aircraft by 2013 and conduct a first flight in 2017 as a series of first steps toward developing a next-generation fleet of helicopters, is a subset of the Pentagon’s Joint Future Vertical Lift effort squarely aimed at exploring emerging technologies and best identifying the realm of the possible with respect to future aircraft and helicopter capabilities. The DOD plans to begin fielding a new fleet of next-generation helicopters by 2030.

TECHNOLOGY TO YIELD SAVINGS

“The JMR Program is a key part of our strategy to modernize vertical-lift capability long term. With current budget pressures, it is critical that a strong industry-government-academia team be fleshing out the technology enablers in integrated relevant contexts to establish a solid case for both the operational and fiscal benefits of these advanced aircraft,” said Army Chief Scientist Dr. Scott Fish.

“This team will be leveraging not only lessons learned from recent conflicts, but a broad spectrum of Army and DOD basic and applied research investments made in areas which include: engine and driveline efficiency and cost reduction, advanced materials including polymeric and metal matrix composites, sensor/weapon/other payload integration cost reduction, and very high-performance aerodynamic and reliability modeling and simulation. These investments position us well for risk and cost reduction in our vertical-lift endeavors,” Fish said.

JMR CONFIGURATIONS

Planned mission sets for the JMR include cargo, utility, armed scout, attack, humanitarian assistance, MEDEVAC, anti-submarine warfare, anti-surface warfare, land/sea search and rescue, special warfare support, vertical replenishment, airborne mine countermeasures, and others, according a Nov. 9 Joint Multi-Role Technology Demonstrator Phase 2 Mission Systems Demonstration Request for Information, or RFI.

The over-arching JFVL efforts span a range of four classes of future aircraft, ranging from light helicopters to medium and heavy-lift variants and an ultra-class category designed to build a new fleet of super-heavy-lift aircraft. The ultra-class aircraft will be designed to lift, transport and maneuver large vehicles around the battlefield such as Strykers and Mine Resistant Ambush Protected vehicles known as MRAPs. The ultra-class variant, described as a C-130 type of transport aircraft, is part of an Air Force led, Army-Air Force collaborative S&T effort called Joint Future Theater Lift, or JFTL.

TWO PHASES

The JMR Technology Demonstrator effort is broken down into two distinct, measurable phases; phase one includes an 18-month Configuration and Trades Analysis, or CT&A, designed to explore technological possibilities for a new platform or Air Vehicle. Phase one also includes the design, fabrication and test of several demonstrator aircraft, Chase explained.

Phase two will be focused on trade studies and the development of mission systems. The idea is to build several “Technology Demonstrator” helicopters as a method of refining and informing the requirements for the new aircraft, requirements which will likely evolve and change as technologies mature and emerge over time, officials said.

The JFVL effort, which includes both the JMR acquisition program as well as the JMR Technology Demonstrator effort, is designed to incorporate findings from a series of OSD-led studies and analyses on Future Vertical Lift directed by the secretary of Defense in 2009, including a Rotorcraft Survivability Study, a capabilities-based assessment, an S&T plan and a strategic plan.

FOUR INDUSTRY TEAMS

The JMR S&T effort, led by the Army’s Aviation and Missile Research, Development and Engineering Center, or AMRDEC, at Redstone Arsenal, Ala., has awarded “concept trade and analysis” deals with four industry teams tasked with examining the set of attributes, designs and technologies needed to build a new, more capable attack or utility helicopter, said Dave Weller, science and technology nanager, Program Executive Office – Aviation.

“The real focus of JMR is to get at the three major tenets: improve the performance, improve the survivability and significantly reduce the operating cost. The next-generation aircraft will have to be a whole lot less expensive to operate than the current fleet,” Weller added. “Also, a big issue is increasing reliability and shortening the supply chain to get the logistical benefits of commonality of parts. When we did an adjunct capability-based assessment done to identify gaps – we came up with some 55 gap areas. The number one gap was reliability.”

While the JMR program includes the exploration of light, medium and heavy-lift helicopter variants, the effort will initially focus on medium-lift options.

The Army’ s Aviation Applied Technology Directorate, or AATD, at Fort Eustis, Va., which leads the execution of the tech-demo effort on behalf of AMRDEC, awarded 18-month Technology Investment Agreements to Boeing, a Bell-Boeing team, Sikorsky and a 15-month contract to the AVX Corporation. The first phase of the process will be for the government and its industry partners to conduct analytical studies and trade assessments designed to articulate the scope of what might be technically possible. These initial findings will help inform the specifications to describe the rotorcraft demonstrator vehicles which will then be built.

TWO DEMO AIRCRAFT

“Right now the plan is to go through the first phase to define what the state of the possible would be, followed by a down-select to build two demonstrators. The idea is to identify, develop and demonstrate the best trade solution that covers the attribute matrix. The government is doing the same kind of analysis that industry is doing, so we plan to compare our results,” Weller explained.

Initial results from these efforts are due by the end of next year, Weller said.

“We’re doing these trade studies to figure out the best way to optimize aircraft. We are working very closely with our user committees who have identified the types of capabilities they would like these future aircraft to have,” Chase added.

Building a new aircraft from the ground up is part of an overall strategic effort to harness the best new technologies, allow for the platform to be upgraded as new technologies emerge, integrate systems into a common architecture and, perhaps most of all, drive down costs.

AFFORDABILITY IMPORTANT

Affordability is the utmost priority with the JMR effort, Chase and Weller emphasized. “It is envisioned that some of these novel ideas may not only drive down the acquisition cost, but also allow much easier and cheaper incorporation of upgrades to the aircraft and its systems,” the JMR RFI documents state.

With these Configuration Trades and Analysis studies, Army S&T has taken the lead in exploring the operational benefit and technical feasibility of advanced vertical lift air vehicles, working in concert with the Army’s acquisition and requirements communities, said Mac Dinning, AMRDEC aviation liaison for the Office of the Assistant Secretary of the Army (Acquisition, Logistics and Technology).

“While this program is currently wholly funded by the Army, other services are actively participating to define and develop a Joint Service Air Vehicle system that might replace the existing Black Hawk/Seahawk and Apache medium fleet aircraft,” Dinning said.

PHASE I – Air Vehicle

The goal of the JMR S&T program is to leverage the S&T needed to successfully influence the development of a program of record, Weller explained. The program plans to have an approved initial capabilities document by April 2013.

The areas of S&T focus on the JMR Technology Demonstrator program span a wide spectrum of emerging technologies from composite materials to electronics and various rotor configurations designed to increase speed without compromising hover ability, Weller said.

For example, one of several existing “compound helicopter” technologies under examination is the potential use of a coaxial rotor system. With this technology, the idea is to place auxiliary propulsion technologies or “thrusting” devices at the back end of the aircraft to provide extra speed, Weller explained.

Another example of these so-called configurations is to build a helicopter which uses two turbo-shaft engines and two small fixed wings on each side of the aircraft fitted with a pusher-propeller for extra propulsion.

TILT-ROTOR TECHNOLOGY

Also under examination is the potential use of tilt-rotor aircraft technology such as that currently used for the V-22 Osprey; with this design, the aircraft can reach high speeds in airplane mode and then maintain its ability to hover successfully in helicopter mode.

“When you develop capability like these, however, you give up some hover ability. A main focus of the research is to look at ways of increasing speed without sacrificing the ability to hover,” Weller said. “Part of the Science and Technology program is to look at different configurations.”

One of the options being taken up through this effort is the exploration of multi-speed transmission capability, a unique configuration designed to increase speed while avoiding the aerodynamic phenomenon of transonic shock, Dinning explained.

“All of the helicopters we develop now are built with a single-speed transmission. We are looking at how we can leverage technology and put in a multi-speed capability,” he said.

NEW MATERIALS

In addition, the new Air Vehicle may contain composite materials and or items now in development, Chase explained.

“We are exploring how to get the most efficiency out of the new structure that we can. One way to do that may be by using composite materials,” he added.

Increasing Air Vehicle speed can shorten the response time for these extended missions or combat radius, a critical necessity for saving lives through MEDEVAC operations, and getting supplies such as food, water and ammo to forward-positioned forces, Dinning explained.

“Current helicopter systems are designed to operate for about two hours without refueling. Typical cruise speeds of 140 knots limit the range that these aircraft can operate in,” Dinning said.

Short of off-loading payload (troops, weapons, cargo) to add extra fuel bladders, extended-range operations must rely on Forward Arming and Refueling Points, or FARPs, where fuel and armaments are pre-positioned. “The Army recognizes the need to reduce the manned footprint of these forward operation positions,” Dinning said.

Non-linear, asymmetric or counterinsurgency-type environments, such as the current conflicts in Iraq and Afghanistan, underscore the need to reduce the risks associated with having deployed units travel to potentially hostile pre-positioned locations to set up FARPs, he said.

Phase 1 will be followed by a Phase 2 extensive Mission Systems and Aircraft Survivability Equipment, or ASE S&T developmental effort.

See the original article HERE.

(Source: US Army; issued Dec. 9, 2011)

Helmet Design Contest: Red Bull Crashed Ice World Championship 2012

admin — Wed, 21 Dec 2011 22:18:59 +0000

The details: 

The top 4 U.S. ice-cross downhill athletes from Red Bull Crashed Ice, Saint Paul, will represent team USA throughout the remaining 2012 world series events.

The challenge: 

Show us how you’d wrap the heads of team USA. Submit your unique helmet design by 1/08/12 for a chance to win fame, glory and cool Red Bull Crashed Ice privileges.

The glory: 

If your design is chosen to wrap the heads of team USA, here’s what you’ll win:

· First honors of skating down the actual Red Bull Crashed Ice course in Saint Paul on Saturday, January 14th 2012 
· An authentic Red Bull Crashed Ice helmet featuring your own design 
· Official Red Bull Crashed Ice merchandise prize pack 
· The lasting admiration and envy of all your friends

The rules:

 
· No submission fee.
· Winner must be 18 years of age or older to participate. Must present id to accept prizes.
· Submissions due by midnight 1/08/12. · Winner notified by 1/11/12.
· Paper or electronic submissions accepted.
· Play nice. No profanity.
· Designs with personal identifiers or branded items will not be accepted.
· All entries will be judged by a panel of professional designers.
· Enter as many designs as you’d like – as long as they’re all your own.
· Remember this needs to represent usa – patriotic themes are a must!

Submit entries:

Mail your entry to:
 Attn: rbci helmet design
 4850 W 35th St.
 Minneapolis, MN 55416

Email your PDF entries to:  helmetdesign@canyoumakethecut.com

CLICK HERE to download the Helmet Design PDF.

For more about the event, visit HERE.

02 Pursuit Motorcycle Runs On Compressed Air

admin — Fri, 16 Dec 2011 20:04:33 +0000

A vehicle that runs on air. It sounds like a fantastic idea, but energy is still needed to compress the air and the losses that go hand-in-hand with converting energy still have to be taken into account, just as in fossil fuel-based propulsion systems. Pros and cons aside, we still haven’t seen air powered transport make an impact in the race to find economic, environmentally-friendly ways to get from A to B. Industrial Design student Dean Benstead thinks that compressed air does have a role to play in the future transport mix, and he’s designed a working air-powered motorcycle prototype with a view to exploring the viability of the platform.

Benstead’s “02 Pursuit” motorcycle is based on the geometry of a current-spec 250 cc motocross bike and uses running gear from a WR250F and Engineair’s DiPietro air engine as its power plant. In its current form it can hit speeds in excess of 62 mph (100 km/h) and, given that the first prototype was developed with a focus on design rather than engineering, Benstead believes that performance can be improved with further development.

“The concept evolved from research to sketches to computer modeling before the chassis and bodywork was built and fabrication at local manufacturer, Rinlatech Engineering, began,” says Benstead.

“I wanted to explore the viability of compressed air as an alternative fuel, and my childhood experiences riding dirt bikes led me to design the motocross bike based around the Engineair engine.”

Benstead also sees the possibility of a marketable model based on the prototype emerging down the track.

“The next prototype would involve a total re-style, different material choices over the current steel tube chassis, such as aluminum or even a futuristic printed titanium, reducing the weight comparable to a heavy-duty mountain bike.”

The 02 Pursuit will be revealed in a working demo at the Sydney Motorcycle & Scooter Show in Australia on Friday November 25.