Example of an Reflection-Visualisation

Tool:

The tool I used was  Visualization, to achieve a  clear understanding of a  problem  among a  group of stakeholders before attempting to identify  and define possible solutions to the problem.  I use this approach often  with the customers who are government agencies working to apply  technology innovations to modernize their mission or for the delivery of  their services to their customers, which may be U.S. citizens, businesses  or non-citizens.  I have used the technique of using a straw man  visualization of a problem domain with a set of questions for discussion  to allow a  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 loss  chances and  gain opportunities for solutions or improvements

Process:

I is a process of creating a straw man graphic of the problem domain.  To develop  it, I will draw from any existing material to understand the environment.  The  material available may be operational or procedural documents, marketing  materials, training materials or other auditing reports.  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, I will  borrow the concept to “front-stage/back-stage” from previous research, and  discussed in David Gray’s book, “The Connected Company”.  This 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 template I often start with

also has a column on the left to identify Partners and VCP and a column on the  right is to identify Oversight Organizations like Congress, GAO, advocacy groups,  and other entities that may add constraints to how the organization operates.   The straw man graphic is simple, using simple shapes and icons available in Visio  or 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 anather format

For activity, I will divide the stakeholders into groups of 5-6 participants where  each one representing a different organization. Each group receives a poster-size  copy of the straw man graphic that they can use sticky notes to make comments  or write directly on. I will give them 2 or 3 questions to answer, For example : 1)  What are the key elements missing from the graphic?  2) What will you change in  the graphic to make it look more accurately reflect problem space?  3) What are  the key insights you have about the relationships between the entities in your  problem space?   I give them approximately 30 minutes to discuss those questions  and mark up the graphic.  Then I have each group report out on their answers to  those 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. After this session, I  digitize each group’s poster as an artifact, create a view that combines the shared  and new insights from the group discussion and create a revised graphic that  incorporates their feedback and propose changes for the group

Vision:

I have learnt the graphic – particularly the revised graphic that incorporate their  feedback. It 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 group of stakeholders a focal point for  discussion that allows them to share their views and develop perceptives for their  problems.  While they could create the graphic from a blank slate in a

collaborative manner, starting with a straw man jump starts the conversation for  them. They can quickly identify where they are in the graphic or if they are  missing and can more quickly gain new visions about relationships between key  entities.  They can also identify variables in the problem space. i.e, it helps them  to identify what they have not known, in what areas they need to obtain  information or data to provide the values for the variables by conducting this  experiment.

I discovered that the most valuable aspect is the shared insights and learning,  later I could use the visualization activity as a starting point for a series of design  thinking activities. Then i can use the revised graphic that includes their combined  feedback can serve as a reference tool for the remaining work.


Example of an Reflection - Visualisation Tool : The tool I used was Visualization , to achieve a clear understanding of a problem among a group of stakeholders before attempting to identify and define possible solutions to the problem . I use this approach often with the customers who are government agencies working to apply technology innovations to modernize their mission or for the delivery of their services to their customers , which may be U.S. citizens , businesses or non - citizens . I have used the technique of using a straw man visualization of a problem domain with a set of questions for discussion to allow a 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 loss chances and gain opportunities for solutions or improvements Process : I is a process of creating a straw man graphic of the problem domain . To develop it , I will draw from any existing material to understand the environment . The material available may be operational or procedural documents , marketing materials , training materials or other auditing reports . 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 , I will borrow the concept to “ front - stage / back - stage ” from previous research , and discussed in David Gray ’s book , “ The Connected Company ” . This 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 template I often start with also has a column on the left to identify Partners and VCP and a column on the right is to identify Oversight Organizations like Congress , GAO , advocacy groups , and other entities that may add constraints to how the organization operates . The straw man graphic is simple , using simple shapes and icons available in Visio or 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 anather format For activity , I will divide the stakeholders into groups of 5 - 6 participants where each one representing a different organization . Each group receives a poster - size copy of the straw man graphic that they can use sticky notes to make comments or write directly on . I will give them 2 or 3 questions to answer , For example : 1 ) What are the key elements missing from the graphic ? 2 ) What will you change in the graphic to make it look more accurately reflect problem space ? 3 ) What are the key insights you have about the relationships between the entities in your problem space ? I give them approximately 30 minutes to discuss those questions and mark up the graphic . Then I have each group report out on their answers to those 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 . After this session , I digitize each group ’s poster as an artifact , create a view that combines the shared and new insights from the group discussion and create a revised graphic that incorporates their feedback and propose changes for the group Vision : I have learnt the graphic – particularly the revised graphic that incorporate their feedback . It 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 group of stakeholders a focal point for discussion that allows them to share their views and develop perceptives for their problems . While they could create the graphic from a blank slate in a collaborative manner , starting with a straw man jump starts the conversation for them . They can quickly identify where they are in the graphic or if they are missing and can more quickly gain new visions about relationships between key entities . They can also identify variables in the problem space . i.e , it helps them to identify what they have not known , in what areas they need to obtain information or data to provide the values for the variables by conducting this experiment . I discovered that the most valuable aspect is the shared insights and learning , later I could use the visualization activity as a starting point for a series of design thinking activities . Then i can use the revised graphic that includes their combined feedback can serve as a reference tool for the remaining work .