Shuji Hamaguchi's Collaboration Experiment

• collaboration experiment by [Shuji Hamaguchi Comparative experiment between thinking alone and thinking with many people
• A: 1 hour discussion
• B: 20 minutes of silence and thinking alone, the remaining 40 minutes of discussion
• C: 20 minutes of silent thinking alone, then sharing, then another 20 minutes of silent thinking, then discussion in the last 20 minutes
• D: 40 minutes of silence and thinking alone, then discussion in the last 20 minutes

A is bad, B, C, and D are better than A, with C being the best

4 Pieces of Shuji Hamaguchi’s ideas. - Almost Daily Itoi Newspaper Where can I read more about the experiment?

relevance - First, write your own. - Originality first before co-creation - Do it alone or together?

http://www.dhbr.net/articles/-/5008 Harvard Business Review October 2017 p. 120

• Two sets of 202 building blocks (kuum) were given and the challenge was to “create an amazing piece of work” in 60 minutes.

• Definition of awesomeness and evaluation criteria are left to the team.

• This experiment is divided into three teams.

  • A: Leave the members free to do as they please.
  • B: 40 minutes of individual work, followed by sharing
  • C: 20 minutes individual work, then share, then consider bias model, then break bias

• result

  • Team A used up all of its time in discussion and did not complete its work.
  • Team B had an individual who came up with an interesting idea during the 40 minutes and the idea was adopted during the sharing phase
    • Started making parapara manga with building blocks.
  • Team C didn’t come up with any interesting ideas during the 20 minutes.
    • However, after looking at the works that came out and discussing them, we discovered a bias that the works that came out “assume that they are stopped
    • The idea was to break that bias, and the result was a work in motion.
  • Teams B and C were tied.

• It is useful to think alone and make something concrete before discussing the cut-off

  • It is important to pair concrete ideas with abstract cuts

    • The combination of concrete and abstract is important.

  • Team A, which started the discussion from the beginning, ended up discussing abstract cuts.

  • The key to collaboration is not to argue.

    • Team C discussed bias for 20 minutes, but Hamaguchi thinks it would have been better if each of the seven had a parallel task here to consider bias
      • Another workshop was conducted based on this idea, and it was actually good, he said

  • Three points of collaboration

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