Visualization

Challenge & Selection:     The first method that I used was Visualization or Visual Thought method to achieve a specific  understanding. A problem space within a diverse stakeholder community before attempting to  recognize and define Possible problem-solving. I also use this strategy for our customers, who  are in government. Agencies working to upgrade their mission or deliver their technological  innovations. Its customer services, which could be U.S. residents, companies, and non-citizens.  I used the one The technique of visualizing an issue domain with a series of questions or  suggestions for using a straw man discussion helping a diverse community of stakeholders to  benefit from each other through the identification process. The scope, the boundaries, the key  elements, and the relationships to be considered when identifying. Pressure points and  openings for strategies or changes.         Application:     I begin the process with the development of a problem domain straw man graph. I   will draw from any existing material available to comprehend the environment to develop the  straw man graphic. The New Items can include organizational or administrative records,  instructional manuals, publicity materials, or other audit reports. If there are no resources  available, instead I conduct informal interviews with one-three of the partners that serve as my  key touchpoints for the campaign. If necessary, I will borrow the idea from previous research to  "front-stage / back-stage" and address it in the book "The Connected Company" by David Gray.  The front-stage / back-stage approach helps strengthen the idea that any company – including  an internal service – has clients with whom the service provider communicates, as well as  internal processes that allow the service to be delivered. The template for which I always begin  also has a column on the left to define partners and interests. Network suppliers with an  appropriate section describing enforcement bodies, such as Parliament, GAO, Trade  organizations, activist groups and other bodies that can place restrictions on the way the entity  operates. The graphics of the straw man are simple, using simple forms and icons available in  Visio or on the Internet. If the front-stage/back-stage vision is not working, otherwise, I can  create a different kind of image, either based on a high-level process flow for various  stakeholders of swim lanes, or another style. I would split the members into groups of 5-6  representatives each representing another entity or field of concern for the operation. Every  party gets a poster-size replica of the illustration of the straw man they can write directly on, or  use sticky notes to comment. I'll give them two-three answers, like 1) What key elements are  missing from the graphic? 2) What kind of graphic would you change to make it more realistic to  represent your problem space? 3) What are the key insights into the relationships between the

people in the problem space? I give them about 20 minutes to address the problems and  display the graphics. Instead, when pointing to the mark-ups on their poster, I make each group  comment on their responses to those three questions. I log commonalities in each group's  observations as each group comes out, and then additional perspectives that emerge from the  group conversation on an alternate copy of the graph. I digitize the poster of each group as an  item after the workshop, create a view that integrates the existing and recent ideas from the  community conversation, and then produce an updated graphic that reflects their input and  potential improvements they commit on as a community.         Insight & Approach:     What I found from performing this exercise for many groups is that while the graphics  particularly the updated graphics that include their input are important in improving their  understanding of the problem they are trying to solve, the more useful part of the practice is the  mutual experiences and learning that happens when trying to identify their problem. The graphic  offers a forum for dialogue for the large community of stakeholders helping them to share their  viewpoints and gain insights into the root causes of their problems. As while they Should  collectively create the graphic from a blank canvas, beginning with a straw man kick beginning  the dialogue for them. We can easily find where they are in the graphic – even where they are  absent – and can learn new knowledge into interactions between main individuals more easily,  rather than spending longer to locate them. You can also define variables in question space –  that is, it lets them understand what they don't know, in which cases they need information or  evidence to include the meanings for the variables.     Since I learned that shared experiences and interaction was the most important thing, I will be  using the simulation exercise as a starting point for a set of creative thinking exercises next  time. The revamped diagram that reflects their collective input will then act as a reference guide  for the remainder of their work.

