Visualization Reflection

Challenge    I work as a data disseminator and most of my problems can be solved by making lists or  through written or verbal communication. However, visualizations, even simple ones, have  helped me solve more complex problems. In this particular instance, I used a process flow  diagram to get approval for a multi-program process innovation.     Each month we disseminate international trade facts to the public. Some of these facts are in  the form of all time record highs and lows, for example, “September imports from China ($50.0  billion) were the highest on record.” The process to create these facts used to be labor intensive  and was prone to human error. It involved visually scanning historical data tables against  current month values in order to determine whether the current month was a record. Because of  its manual nature, the process was a huge time sink. In addition, we would often release facts  with incorrect values, misspellings, or other errors; any of which could have been easily  remedied with automation.     I envisioned a program that would output exact record wording, sentence and all. In order to do  this, I needed to automate the creation of each historical data point because the current manual  process was not in an easily accessible format for data analysis.  I planned to write historical  SAS programs for all of our historical data points: Real Dollar, End-use, Petroleum, Crude oil,  and improve the country output. Then, I planned to write a main program that would pull in all  the historical data and provide the user with the finished record wording.  Beyond the obvious  hurdle of actually writing six new historical programs and one master program, I first needed  permission to go through with the process innovation.     Selection and Application    Initially, I approached the problem like I usually do by outlining my proposal in an email. I  included the relevant information of what changes were being made, estimated time to  completion, and the benefits of the innovation. However, I wasn’t able to explain the idea in  enough detail.  I was still unsure how the end product would look and didn’t know where I would  get some of my data sources. I followed up with my manager and tried to discuss the idea in  person, but that wasn’t making ground either. I was really passionate about the solution, but I  needed approval and backing because the creation of the historical tables was the responsibility  of my coworkers. I took a step back and realized I couldn’t explain the innovation well. Even  verbally, it was still too abstract. I grabbed a scratch paper and sketched out a process flow  diagram. I circled each of the six data points and connected them with arrows, or spokes, to the  main hub program. Where I could, I added lines off of each data point, showing the location of  known data sources and earlier dependencies. From the main program I drew an arrow pointing  to a “Record” box, simulating the final output or record wording.

I presented this visualization to my manager at our next meeting. I could see I was making an  impact and the diagram was helping when she started to add to it. She wanted to make sure I  correctly captured the process timeline. We reorganized the program map, ordering the data  points according to when their data sources sources became available at each point in the  month.  She even filled in the rest of my missing data sources and added time period labels to  the data points(1994-present, 2001-present). Once the meeting was finished, we had completed  the diagram and I was granted approval for the project. I was effective because my  visualizations helped my manager understand what I was doing and persuaded her the value of  the project. I kept the diagram pinned at my desk and I even referred back to it when writing the  SAS programs. The diagram was not only a big help in getting approval, but it also helped me  map out the individual SAS programs.  Once completed, the project reduced the time required  to create record highlights and drastically reduced human error. It was a success.    Insight    Watching the visualization tool video in week one, I could really relate to the stick figure clip with  the thought bubbles. The presenter is explaining a shape and he is thinking of a triangle, but the  audience is thinking something different. One is imagining a circle, another is imaging a square,  and a third is thinking of a star. It's not until he draws a triangle that they are all on the same  page. Looking back to my historical program example, I can see that I had a picture of the  process in my head, but my words created a different picture for my manager. Once I applied  the tool of visualization, we were able to see the same diagram and move forward. This  example helped me realize that I often find it difficult to explain what is in my head in a  consumable way for others. Visualization can bridge that gap. Reflecting on the use of my  diagram and this class has shown and reinforced the power of visualizations.  The following  Angela Myer quote about communication embodies the insight I gained from this challenge.    “In an environment where your, your ability to, to get things done and   to solve problems is dependent on other people being able to understand you and   align their ideas with yours.It's really, it's really important to be able to understand the way that   you communicate to people.”    Approach  My use of a visualization to get approval was effective, but my approach could be improved. I  will definitely apply the tool of visualization again. For future problems, I will look to create  visualizations sooner and not add further confusion to a complex problem with overly detailed  emails. I would also like to further hone my visualization skills as part of the design thinking  process. I plan to practice using other mediums like PowerPoint or Tableau, as the  effectiveness of my communication is limited by my sketching ability. Simple diagrams may not  always work in the future. For larger issues, like those affecting multiple offices, I consider  employing the storytelling tool along with my visualizations. Some of my innovations involve  changing process across our division and creating a cause to unite people is a strong motivator  for change. Change is difficult and getting everyone on the same page is key.

