Challenge & Selection

The first tool I used was the tool of Visualization, or Visual Thinking, to achieve a shared understanding  of a problem space among a diverse group of stakeholders before attempting to identify and define  possible solutions to the problem. I use this approach often with our customers. I have used the  technique of using a normal man visualization of a problem domain with a set of questions for  discussion to allow a diverse group of stakeholders to learn from each other in the process of defining  the scope, boundaries, key elements, and relationships between elements to consider when identifying  pain points and opportunities for improvements or solutions.

Application

I start the process by creating a graphic of the problem. To develop the man graphic, I will draw from  any existing material available to understand the environment. The existing material may be operational  or procedural documents, training materials. If materials are not available, then I conduct informal  interviews with one-three of the stakeholders who serve as my main points of contact on the initiative.  If appropriate to the situation, I will borrow the concept to “front-stage/back-stage” from previous  research, and discussed in David Gray’s book, “The Connected Company”. The front-stage/back-stage  approach helps to reinforce the notion that every service – even an internal service – has customers  with whom the service provider interacts and internal processes that enable the organization to provide  the service. The man graphic is simple, using simple shapes and icons available on the Internet. If the  front-stage/back-stage view doesn’t work, then I will create a different type of visual, either based on a  high-level process flow with swim lanes for different stakeholders, or another format. For the activity, I  will divide the stakeholders into groups of 5-6 participants each representing a different organization or  area of interest. Each group receives a poster-size copy of the man graphic that they can write on  directly, or use sticky notes to make comments. I give them two-three questions to answer, such as: 1)  What key elements are missing from the graphic? 2) What would you change about the graphic to make  it more accurately reflect your problem space? 3) What key insights do you have about the relationships  between the entities in your problem space? I give them approximately 20 minutes to discuss the  questions and mark up the graphic. Then I have each group report out on their answers to those three  questions while pointing to the mark-ups on their poster. As each group reports out, I record  commonalities in the insights of each group, and then additional insights that come from the group  discussion on an additional copy of the graphic. After the session I will  create a revised graphic that  incorporates their feedback and proposed changes that they agreed to as a group.

Insight & Approach

What I have learned from conducting this exercise is important for reinforcing their understanding of  the problem they are working to solve, the more valuable aspect of the activity is the shared insights  and shared learning that occurs while they are working to define their problem space. The graphic gives  the diverse group of stakeholders a focal point for discussion that allows them to share their  perspectives and develop insights into potential root causes of their problems. They can also identify  variables in the problem space – that is, it helps them to identify what they don’t know, in what areas  they need to obtain information or data to provide the values for the variables. Since I discovered that  the most valuable aspect is the shared insights and learning, next time I would use the visualization  activity as a starting point for a series of design thinking activities. Then the revised graphic that  incorporates their combined feedback can serve as a reference tool throughout the remainder of their  work.


Challenge & Selection The first tool I used was the tool of Visualization , or Visual Thinking , to achieve a shared understanding of a problem space among a diverse group of stakeholders before attempting to identify and define possible solutions to the problem . I use this approach often with our customers . I have used the technique of using a normal man visualization of a problem domain with a set of questions for discussion to allow a diverse group of stakeholders to learn from each other in the process of defining the scope , boundaries , key elements , and relationships between elements to consider when identifying pain points and opportunities for improvements or solutions . Application I start the process by creating a graphic of the problem . To develop the man graphic , I will draw from any existing material available to understand the environment . The existing material may be operational or procedural documents , training materials . If materials are not available , then I conduct informal interviews with one - three of the stakeholders who serve as my main points of contact on the initiative . If appropriate to the situation , I will borrow the concept to “ front - stage / back - stage ” from previous research , and discussed in David Gray ’s book , “ The Connected Company ” . The front - stage / back - stage approach helps to reinforce the notion that every service – even an internal service – has customers with whom the service provider interacts and internal processes that enable the organization to provide the service . The man graphic is simple , using simple shapes and icons available on the Internet . If the front - stage / back - stage view does n’t work , then I will create a different type of visual , either based on a high - level process flow with swim lanes for different stakeholders , or another format . For the activity , I will divide the stakeholders into groups of 5 - 6 participants each representing a different organization or area of interest . Each group receives a poster - size copy of the man graphic that they can write on directly , or use sticky notes to make comments . I give them two - three questions to answer , such as : 1 ) What key elements are missing from the graphic ? 2 ) What would you change about the graphic to make it more accurately reflect your problem space ? 3 ) What key insights do you have about the relationships between the entities in your problem space ? I give them approximately 20 minutes to discuss the questions and mark up the graphic . Then I have each group report out on their answers to those three questions while pointing to the mark - ups on their poster . As each group reports out , I record commonalities in the insights of each group , and then additional insights that come from the group discussion on an additional copy of the graphic . After the session I will create a revised graphic that incorporates their feedback and proposed changes that they agreed to as a group . Insight & Approach What I have learned from conducting this exercise is important for reinforcing their understanding of the problem they are working to solve , the more valuable aspect of the activity is the shared insights and shared learning that occurs while they are working to define their problem space . The graphic gives the diverse group of stakeholders a focal point for discussion that allows them to share their perspectives and develop insights into potential root causes of their problems . They can also identify variables in the problem space – that is , it helps them to identify what they do n’t know , in what areas they need to obtain information or data to provide the values for the variables . Since I discovered that the most valuable aspect is the shared insights and learning , next time I would use the visualization activity as a starting point for a series of design thinking activities . Then the revised graphic that incorporates their combined feedback can serve as a reference tool throughout the remainder of their work .