**3. Creativity**

The rationality behind collaboration is creativity. Creativity, and especially scientific creativity, is a process of achieving an outcome that is recognized as innovative by the relevant community. As defined in [16], this process does not occur in one person's head, but in the interaction between that person's thoughts and a sociocultural context.

Creativity can refer to the work of artists, but can also refer to every-day problem-solving abilities. This type of creativity is essentially, equally significant because enables people to become more productive and make better results. Support for divergent and convergent thinking, development of shared objectives and reflexivity[20] are identified as key requirements for creativity.

Divergent thinking represents the ability to return in response to a challenge or undertaking an extensive set of alternatives, responses, ideas or opinions [20]. On the other hand, convergent thinking represents the ability to narrow down to one set of alternatives and is comparable with consensus building. If a group manages to build trust, uninhibited exchange of ideas and mutual support, each member can use the mind of the other as an extension of his own. At this stage, each person acts as a critic for the other and ideas are reworked into components of a shared vision. Cognitive conflicts within groups that use brainstorming effectively can alleviate divergent thinking. This stimulates thoughtful consideration of new and innovative ideas during brainstorming in a collaborative interaction[20]. Colleagues disagreement can result in evolutionary thinking, viewed as a series of small alterations that cause substantial changes in a concept.

Minority dissent [20] stimulates a reappraisal of a situation manifested in the search for further information and the use of thoughts and strategies about the issue. Some studies have shown that arguments can stimulate creative solutions even when wrong. Dissent stimulates both divergent and convergent thinking; the minority's consistency in advocating his opposition during convergent thinking may cause questions about the majority position, resulting therefore in making better decisions.

Clarity of goals is a necessary requirement for creativity flow [16] but team members have to take in consideration how they express these goals. Having clear objectives helps convergent thinking filter with greater precision. Developing shared objectives is a necessary condition for creativity because it requires group members to share their domain-specific knowledge and generates less resistance to change.

Upgrading from 3C to collaboration starts with the development of shared goals. Shared goals are more that common or compatible goals because they provide the team a joint identity by eliminating the value-chain model of building a common understanding or result. A component that supports the definition of a shared vision and a description of this vision in terms of shared goals is essential. This must allow users to (re)adjust their goals according to the changes in the environment [31].

4 Will-be-set-by-IN-TECH

Project risk management provides approaches by which uncertainty can be understood, assessed, and managed within projects. One of the key prerequisites of success in implementing risk management is to have a proactive approach. This process must supplement project management and must follow a holistic approach. Risk management will not provide great benefits to the teams using it if their practices fall under two limitations:

The rationality behind collaboration is creativity. Creativity, and especially scientific creativity, is a process of achieving an outcome that is recognized as innovative by the relevant community. As defined in [16], this process does not occur in one person's head, but in the

Creativity can refer to the work of artists, but can also refer to every-day problem-solving abilities. This type of creativity is essentially, equally significant because enables people to become more productive and make better results. Support for divergent and convergent thinking, development of shared objectives and reflexivity[20] are identified as key

Divergent thinking represents the ability to return in response to a challenge or undertaking an extensive set of alternatives, responses, ideas or opinions [20]. On the other hand, convergent thinking represents the ability to narrow down to one set of alternatives and is comparable with consensus building. If a group manages to build trust, uninhibited exchange of ideas and mutual support, each member can use the mind of the other as an extension of his own. At this stage, each person acts as a critic for the other and ideas are reworked into components of a shared vision. Cognitive conflicts within groups that use brainstorming effectively can alleviate divergent thinking. This stimulates thoughtful consideration of new and innovative ideas during brainstorming in a collaborative interaction[20]. Colleagues disagreement can result in evolutionary thinking, viewed as a series of small alterations that cause substantial

Minority dissent [20] stimulates a reappraisal of a situation manifested in the search for further information and the use of thoughts and strategies about the issue. Some studies have shown that arguments can stimulate creative solutions even when wrong. Dissent stimulates both divergent and convergent thinking; the minority's consistency in advocating his opposition during convergent thinking may cause questions about the majority position,

Clarity of goals is a necessary requirement for creativity flow [16] but team members have to take in consideration how they express these goals. Having clear objectives helps convergent thinking filter with greater precision. Developing shared objectives is a necessary condition for creativity because it requires group members to share their domain-specific knowledge

Upgrading from 3C to collaboration starts with the development of shared goals. Shared goals are more that common or compatible goals because they provide the team a joint identity by eliminating the value-chain model of building a common understanding or result. A component that supports the definition of a shared vision and a description of this vision

interaction between that person's thoughts and a sociocultural context.

focus on tactics and focus on threats [24].

**3. Creativity**

requirements for creativity.

changes in a concept.

resulting therefore in making better decisions.

and generates less resistance to change.

Obtaining immediate feedback is essential in having complete participation in the task at hand [17, p. 54]. In the context of a group, this refers to the extent to which members collectively reflect on the group's objectives. This process is known as reflexivity and consists of three elements: reflection, planning and action or adaptation [20].

In order to allow creativity to develop in a group, requirements like support for reflexivity must be implemented [20]. Reflexivity is built on processes like:


In order to make planning more accessible and easy to access process maps are identified as a solution [40]. The process map should be derived from the project management and risk mitigation plan. It's main purpose it to *i)* provide an clear understanding of the hole workflow involved in reaching a goal, and *ii)* to supply a open delineation of the responsibility distribution. This is particularly useful in avoiding responsibility overlapping or uncovered responsibility areas. A mechanism that can manage the sequence of tasks and their execution for a particular process is required in order to enable the coordination process.

Reflection [20] is based on critical thinking, which is a form of thinking that is focused, disciplined, consistent and constrained. Critical thinking can be associated with convergent thinking because it implies evaluating what divergent thinking offers, filters it using acceptability criteria and selects the ideas that will be also taken in consideration.

Planning [20] creates conceptual readiness for relevant opportunities and guides group member' attention towards actions and means to achieve goals. Planning generates high reflexivity if during the process factors like potential problems, hierarchical ordering and short/ long term planning are taken in consideration.

Action or adaptation [20] refers to the continuous renegotiation of group's reality during interaction between group members, and members and the environment. Adaptation consists in goal-directed behaviors that are relevant to achieving the desired changes in group objectives, strategies and processes identified by the group during the stage of reflection. Risk management is used to identify, mitigate and define action plans for the full range of uncertainty, including both risks and opportunities.

Serendipity represents the possibility of making unexpected and fortunate discoveries and consists in *a)* discovering new pieces of information that can lead thinking to new ideas,

#### 6 Will-be-set-by-IN-TECH 120 Risk Management – Current Issues and Challenges Risk Management in Collaborative Systems <sup>7</sup>

and *b)* the sagacity needed to make the connections between different pieces of information [1]. Computers can help develop serendipity by *i)* revealing stimulating connections, and *ii)* supporting either the growth or the sharing of an idea.

Although agile development methodologies are viewed as an improvement to the traditional methodologies several key considerations need to be taken into account when deciding to migrate to Agile. In order for this migration to be successful we must take into account several variables such as the organizational culture, resistance to change, accepting the new roles by the members, the use of self-organizing teams, the insurance of face to face communication on behalf of the organization and the motivation of the members composing the team.

Risk Management in Collaborative Systems 121

Traditional teams are characterized as command and control teams while agile ones are characterized as self-organizing teams. From this view, agile teams have a number of key advantages over traditional ones. For this reason, agile teams succeed to deliver products at better quality in less amount of time. A main problem in adopting agile is represented by human resources and their resistance to change. For example the manager might be afraid of losing his power over the members of the group, or becoming "role-less". Although the roles might change the manager is still needed not for planning and controlling ability, but for the important job of interfacing on the team's behalf with the rest of the organization [4]. Project managers pass from planning, controlling, directing, and managing, to new roles like building trust, facilitating and supporting team decisions, expanding team capabilities, anticipating and influencing change. They become facilitators, liaisons and network builders, boundary managers, "resource allocators", team champions and advocates, and in most cases, still have responsibility to watch the project budget. The roles of team members also change, as the group takes on increasing ownership of work processes and the agile practices. They become decision makers, conflict managers, innovators and conveners of standup meetings. These new and unique roles of the project manager and team members engender a more co-operative

The agile methods focus on each team member and offers motivations to achieve a common goal of the team and the project. Building projects around motivated individuals, giving them the environment and support they need, and trusting them to get the job done; is central to the success of an agile team [42]. Different agile methods have different approaches for encouraging motivated individuals in development teams. For example, Extreme Programming, XP [7] has the concept of "collective ownership", while Scrum [41]

Communication represents a crucial factor on agile methods and treated in a different manner as traditional methods do. Face-to-face communication is preferred rather than written documents and this new mentality increases the quality of coordination and communication. This is in line with one of its core principles that states that, the most efficient and effective method of conveying information to and within a development team is face-to-face

It is well known that organizational culture influences the project trajectory and its implementation environment. Therefore, the only way to succeed in such a change is through a conscious programme of continual reinforcement of the desired behaviors until they become

To sum up, although agile development might be an improvement on the traditional development methodologies, an organization looking to migrate to agile needs to take into consideration several aspects regarding organizational culture and other variables that may

a natural and automatic part of the daily business of the organization [4].

prevent performance during this transition.

team with rapid results [4].

has "scrum teams".

conversation [42].

Creative activities are the result of the relationship between an individual [2] and the realm of his or her work, and other human beings. The resolution of complex problems is based on different aspects of knowledge that reside in the minds of individual stakeholders as tacit knowledge [2]. Full agreement may not always be achievable but what is decisive is to make informed compromises. This can be achieved by using the so called symmetry of ignorance [2]. Symmetry of ignorance is also highly valuable in identifying risks that may affect the team's goal negatively. Stakeholders bring perspectives to the collaborative process, perspectives that are of considerable importance in framing the problem. This concept requires externalizations or boundary objects that capture distinct domains of human knowledge.

At the core of intelligent human performance, is not the individual human mind in isolation, but the interaction [2] of the mind with *(i)* tools and artifacts, and *(ii)* groups of minds in interaction with each other. In the first case, the interaction with externalization objects is straightforward, the knowledge an individual needs is distributed between his head and the world - an address book, a file system, etc. In the second one, the need for such objects becomes more critical because the distribution of knowledge has to be available to all members implicitly.

Externalization objects are essential to collaboration [2] because they *a*) create and store mental effort records, evidence that is outside the memory; and *b*) represent artifacts that provide information and form the basis for critique and debate. Very valuable assets for a group or organization are not only the results but also the way people think, the way they get to god results. It is a significant challenge to try to capture the thinking process in tools that are remarkably easy and intuitive to use.[31]
