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When working within a group of people, separate yourselves into smaller teams before tackling a large project or problem.  Small teams are more focused, so they tend to get work done faster and more effectively than large, mismatched groups can. If a new venture requires expertise from several fields, consider creating multiple small teams to handle each of these aspects separately. For instance, one team might handle quality assurance while another might handle the legalities. Representatives from the teams will need to meet occasionally, but most of the work can be done separately. Even though different aspects of a project or company should be primarily handled by different teams, each team will likely have information that could benefit another group. The separate teams must communicate with each other regularly and effectively. Information that can benefit other teams within the larger group should be shared freely. If one team has to search for an answer another team already knows, they end up wasting time that could have been spent better elsewhere. Oddly enough, creativity tends to thrive when it faces a little opposition. A few constraints and project parameters can provide team members with just enough of a foundation to build on. The key is to constrain without suffocating or starving your team. Introduce specific problems that need to be fixed and outline the sort of approach you're looking for. Do not pressure the team with unnecessary restrictions on time and funding. Additionally, if someone figures out a way to approach the problem that differs from your outline but still works effectively, take that concept into consideration rather than rejecting it outright. Innovative minds rarely play it safe. There will be a considerable amount of risk involved at the beginning of a project. The sooner you accept that the sooner you can encourage the rest of your team to accept it. Pitch ideas in a manner that minimizes the perceived risk of trying them while emphasizing the risk of not trying them. Make your teammates (and, by extension, your customers) believe that they will be making a big mistake if they don't jump on the idea you're presenting. Risk is inevitable, but ultimately, you want to reduce the amount of risk a project faces as you continue to build upon it. Providing extra incentive can encourage workers to focus on ways to reduce the risk without compromising the entire project. Monetary incentive can be quite effective. When you're in a position that allows you to make the decisions about how to funds are distributed, start by giving each group the finances it needs to overcome some of the initial risks and uncertainties. As these risks are cleared, grant the group more funding to work with.
Separate into small teams. Improve communication between groups. Introduce a few constraints. Encourage risk. Reward risk reduction.