bullet summary plase of the following transcripts

- Collaborating and
working together in a group can help get many hands and minds involved in solving a problem, offering a diversity of insights. However, working
independently also can enable creativity to flourish, and allows people time to
mold and shape their ideas. But who says you have to
choose one over the other? One collaborative technique, which leverages the benefits of both of these working styles, is known as diverge and converge. The diverge and converge
collaboration method has two stages, a diverge stage, in which team
members work independently to produce their individual insights, and then a converge stage, where they discuss the
results of the diverge phase as a group in order to decide
upon some collective output. This technique not only
gives you the benefits of both working alone and with a group, but it also helps to
counteract the weaknesses of each of the working styles. A common problem with
group work is group think. A strong personality or
someone in a senior position may quickly state their
opinion and insight. And because people don't have the time to really synthesize their
ideas before someone speaks up, then they may instead defer
to that earlier sentiment rather than formulate
their own understanding. Consequently, variations in
perspective become unspoken, or if they are spoken, frowned upon in favor of that
dominating belief or opinion. Diverging to generate ideas or insights can enable people equal amounts of time to synthesize their ideas, their thoughts, and to help give people
time with their ideas without being judged for them too early. Exclusively working alone though means that you have a single perspective that you're working from, yours. And therefore, a pool of
thoughts, ideas and observations, all inspired by a singular perspective. Plus, if you're working
on a complex problem or a massive dataset, then you will be limited on
how productive you can be with that dataset. As the saying goes, many
hands make light work. Converging after an
initially diverged phase can statistically increase the odds of finding the right solution, and also increase output when analyzing large amounts of data. The key to success is to
preserve diversity of inputs and expedite the generation of outputs. So diverge first, converge after. If you converge first, you lose all the benefits of diverging, defeating the purpose of
doing it in the first place. So here's how you introduce the concept in your next collaborative activity. First, strictly enforce
divergent time as quiet time and convergent time as talking time. This helps to prevent
those who think aloud from disrupting anyone who
is trying to concentrate. Next, ban the words no or but. We need to ensure that
people feel safe enough to share their unique ideas. The words no or but tend to raise tension and therefore decrease the
likelihood that people will raise opposing or alternative ideas
to any existing options. So ironically, by banning
the words no or but, tension is less likely, and in turn, alternative
ideas can flow more freely. You can use this method for a variety of collaborative activities. You can have multiple researchers diverge to run concurrent user research and avoid researcher bias, and then converge to compile
the research insights. You can also diverge to
analyze the research insights and then converge during design thinking, mapping activities like empathy mapping or journey mapping. You can even diverge to ideate
on existing design problems and then converge to
iterate upon those ideas and prioritize your prototyping efforts. No matter how you use this technique, diverging first then converging after can help your team benefit
from multiple working styles and take your design
process to the next level.