Reflection - Mind Mapping

Challenge   I have been working for an engineering company for 20 years. When I started there, there were  about 30 employees including the two bosses. In the course of time several locations were opened in  Europe from Norway to Italy and also in Australia. Today about 250 employees work for the company  worldwide. About 15 years ago we talked about an intranet, a possibility to network the knowledge  of the employees and make it accessible to all locations. A forum was developed and presented  almost 5 years ago. Initially, the forum was welcomed by everyone, but over time the weak points  were also recognized. Someone asked a question and then waited forever for an answer, if they got  one at all. Others did not dare to ask a question for fear of embarrassing themselves in front of  bosses and colleagues with a question that was perhaps much too simple. The euphoria turned into  boredom and the forum faded away. Nevertheless, there was a great interest in passing on the  knowledge of the employees to their colleagues. So, a way had to be found that would satisfy all  needs. But what were these needs anyway? Why had the forum that had been planned for so long  not worked? Was there a way to integrate a functioning knowledge management system that was  maintained and used by everyone? Nobody wanted to wait another 5 or more years, so a solution  had to be found as soon as possible, involving as many employees as possible.

Selection (Mind Mapping, what is it and why it was selected)  In order to involve as many employees and bosses as possible, the most effective way of identifying,  collecting and clustering the needs of individuals had to be found. "Mind mapping is looking for  patterns and insights in a large quantity of data you collected during your exploration of what is the  current reality. Mind mapping provides a segway from what is to what if. Mind mapping is more  intuitive. It's more creative. It's more visual, and it's more engaging. (Week 3 – Mindmapping)" At  that moment it was the best choice for an engineering company known for its creativity.

Application   In the office, there is a huge whiteboard (more precisely, a free white wall) that is used for designs  and is ideal for this idea generation. There were two phases, also in order to be able to integrate all  branches worldwide, after all, the company wanted to develop an intranet for all locations.

In the first phase, each employee received post-its, on which they could spontaneously write down  their ideas in brief. Everyone had one week to do so, and the branches could then scan the Post-its  and send them by email to the headquarters. Here all notes were collected.

In the second phase, 10 employees from all departments were then selected to organize the notes  and form clusters. The actual mind map was then created on the white wall. In the middle there was  a central desire for an intranet, from which the different branches branched off. For example, a  central wish was to find easier contact persons for special questions, for example who knows a  certain computer program particularly well, who has special knowledge in wood construction etc.  Another central wish was to know his colleagues at all and to know at which location he works in  which department. With 4 locations in Germany, one in Austria and others in Rome, Oslo and Paris,  this was not always easy. These locations work together across projects, so it is very important to  know who is at the end of the line and also working on the same project. Another important point  was the projects themselves. With just under 150 projects per year in Germany alone, it is easy to  lose the overview when the other locations are added - an impossible undertaking. Another point

was interesting lectures, seminars, in-house training etc. which are important for all employees.  Thus, over time, a very widely spread structure with many branches was created.

Insight

When all post-its were sighted and integrated into the mind map, the weak point of the old forum -  its inflexibility and outdated knowledge - quickly became apparent. The employees wanted to be  informed quickly when a new colleague joined the company. They wanted to know who they were  working with in the projects and wanted to see the face of their colleagues. They wanted a profile of  the employees with the special knowledge so that they could find a contact person for their  questions more easily. They wanted information about ongoing projects, but also about already  completed construction projects with particularly demanding challenges, in order to be able to  integrate the already existing knowledge into their own project. The employees wanted to be  informed about seminars and workshops, wanted to know when the bosses or colleagues would give  an external lecture and the opportunity to participate.

A new intranet was therefore set up in a very short time. The colleagues are presented with a photo  and further information, e.g. special experiences and knowledge. Projects can be searched by  keywords and there is daily information about training or challenges in different projects. Today the  intranet lives through the employees because their wishes have been integrated.

Approach

The advantage of mind-mapping was the possibility to create a basic framework and collect the ideas  in clusters. Disadvantage was to go too far into the depth, to branch too much, to get bogged down  in unimportant things. Next time, a brainstorming session for the basic ideas would be useful and  give the employees certain directions, so to speak, to bring structure to the chaos. Nonetheless,  some absurd ideas were also collected, so that they could possibly be incorporated in a later  expansion of the Intranet.


Reflection - Mind Mapping Challenge I have been working for an engineering company for 20 years . When I started there , there were about 30 employees including the two bosses . In the course of time several locations were opened in Europe from Norway to Italy and also in Australia . Today about 250 employees work for the company worldwide . About 15 years ago we talked about an intranet , a possibility to network the knowledge of the employees and make it accessible to all locations . A forum was developed and presented almost 5 years ago . Initially , the forum was welcomed by everyone , but over time the weak points were also recognized . Someone asked a question and then waited forever for an answer , if they got one at all . Others did not dare to ask a question for fear of embarrassing themselves in front of bosses and colleagues with a question that was perhaps much too simple . The euphoria turned into boredom and the forum faded away . Nevertheless , there was a great interest in passing on the knowledge of the employees to their colleagues . So , a way had to be found that would satisfy all needs . But what were these needs anyway ? Why had the forum that had been planned for so long not worked ? Was there a way to integrate a functioning knowledge management system that was maintained and used by everyone ? Nobody wanted to wait another 5 or more years , so a solution had to be found as soon as possible , involving as many employees as possible . Selection ( Mind Mapping , what is it and why it was selected ) In order to involve as many employees and bosses as possible , the most effective way of identifying , collecting and clustering the needs of individuals had to be found . " Mind mapping is looking for patterns and insights in a large quantity of data you collected during your exploration of what is the current reality . Mind mapping provides a segway from what is to what if . Mind mapping is more intuitive . It 's more creative . It 's more visual , and it 's more engaging . ( Week 3 – Mindmapping ) " At that moment it was the best choice for an engineering company known for its creativity . Application In the office , there is a huge whiteboard ( more precisely , a free white wall ) that is used for designs and is ideal for this idea generation . There were two phases , also in order to be able to integrate all branches worldwide , after all , the company wanted to develop an intranet for all locations . In the first phase , each employee received post - its , on which they could spontaneously write down their ideas in brief . Everyone had one week to do so , and the branches could then scan the Post - its and send them by email to the headquarters . Here all notes were collected . In the second phase , 10 employees from all departments were then selected to organize the notes and form clusters . The actual mind map was then created on the white wall . In the middle there was a central desire for an intranet , from which the different branches branched off . For example , a central wish was to find easier contact persons for special questions , for example who knows a certain computer program particularly well , who has special knowledge in wood construction etc . Another central wish was to know his colleagues at all and to know at which location he works in which department . With 4 locations in Germany , one in Austria and others in Rome , Oslo and Paris , this was not always easy . These locations work together across projects , so it is very important to know who is at the end of the line and also working on the same project . Another important point was the projects themselves . With just under 150 projects per year in Germany alone , it is easy to lose the overview when the other locations are added - an impossible undertaking . Another point was interesting lectures , seminars , in - house training etc . which are important for all employees . Thus , over time , a very widely spread structure with many branches was created . Insight When all post - its were sighted and integrated into the mind map , the weak point of the old forum - its inflexibility and outdated knowledge - quickly became apparent . The employees wanted to be informed quickly when a new colleague joined the company . They wanted to know who they were working with in the projects and wanted to see the face of their colleagues . They wanted a profile of the employees with the special knowledge so that they could find a contact person for their questions more easily . They wanted information about ongoing projects , but also about already completed construction projects with particularly demanding challenges , in order to be able to integrate the already existing knowledge into their own project . The employees wanted to be informed about seminars and workshops , wanted to know when the bosses or colleagues would give an external lecture and the opportunity to participate . A new intranet was therefore set up in a very short time . The colleagues are presented with a photo and further information , e.g. special experiences and knowledge . Projects can be searched by keywords and there is daily information about training or challenges in different projects . Today the intranet lives through the employees because their wishes have been integrated . Approach The advantage of mind - mapping was the possibility to create a basic framework and collect the ideas in clusters . Disadvantage was to go too far into the depth , to branch too much , to get bogged down in unimportant things . Next time , a brainstorming session for the basic ideas would be useful and give the employees certain directions , so to speak , to bring structure to the chaos . Nonetheless , some absurd ideas were also collected , so that they could possibly be incorporated in a later expansion of the Intranet .