Visualization

Challenge & Selection

The first tool I used was a visualization tool or visual thinking. Before trying to identify and define possible solutions to the problem, a common understanding of the problem space was achieved between different stakeholder groups. I often use this method with our customers, who are government agencies dedicated to applying technological innovation to modernize their mission or provide services to customers, who may be American citizens, businesses, and non-citizens. I used the scarecrow visualization technique of the problem domain, which contains a set of questions or discussion prompts to allow different stakeholders to define the scope, boundaries, key elements, and elements to consider when identifying pain points and opportunities for improvement or solutions.

Application

I started this process by creating a scarecrow graphic of the problem domain. In order to develop the scarecrow graphic, I will use any existing materials to understand the environment. Existing materials may be operating or procedure documents, training materials, marketing materials, GAO or other audit reports. If there is no material available, I will conduct informal interviews with one-third of the stakeholders who are my main contacts in the program.

If this is the case, I will borrow the concept of "front-end/back-end" from previous research and discuss it in David Gray's book "The Connected Company". The front-office/back-office approach helps reinforce the notion that every service—even internal services—has customers with whom the service provider interacts and internal processes that enable the organization to provide the service. The template I often start to use has a column on the left to identify partners and value chain providers, and a column on the right to identify oversight organizations, such as Congress, GAO, trade unions, advocacy groups, and other entities that may add constraints. How it works. The scarecrow graphic is very simple, using simple shapes and icons provided on Visio or the Internet.

For this event, I will divide the stakeholders into groups of 5-6 people, each group representing a different organization or area of  interest. Each group will receive a poster-sized copy of the scarecrow graphic, which they can write directly on, or use sticky notes to make comments. I give them two or three questions to answer, for example: 1) What key elements are missing in the graphics? 2) Would you change the graph to more accurately reflect your problem space? 3) What are your key insights on the relationship between entities in the problem space?. I give them about 20 minutes to discuss the problem and mark up the graphics. Then I asked each group to report their answers to these three questions while pointing to the marks on their posters. When each group report comes out, I will record the common points of each group's insights, and then record the other insights from the group discussion, and put it on the attached copy of the chart. After the meeting, I digitized the posters of each group into artifacts, created a view that combined the sharing and new insights from the group discussion, and then created a revised graph containing the feedback and suggestions they agreed as a group Change.

Insight & Approach

What I learned from doing this exercise with several groups is that while

graphics—especially revised graphics that include their feedback—are important to

strengthen their understanding of the problem they are trying to solve, the activity is more valuable. The aspect is the shared insights and shared learning that occur as they work to define the problem space. The graphic provides a discussion focus for different stakeholder groups, enabling them to share their views and gain insight into the underlying root causes of their problems. Although they can create graphics from a piece of white paper in a collaborative way, they start a conversation with a scarecrow jump. They can quickly identify where they are in the graph-or whether they are.

Missing-and new insights about the relationships between key entities can be obtained faster, rather than taking time to identify them. They can also identify variables in the problem space-that is, it can help them identify things they don't know, in which areas they need to obtain information or data to provide values  for the variables.

Since I found that the most valuable aspect is sharing insights and learning, next time I will use visualization activities as the starting point for a series of design thinking activities. Then, the revised graph containing their comprehensive feedback can be used as a reference tool in the rest of their work.


Visualization Challenge & Selection The first tool I used was a visualization tool or visual thinking . Before trying to identify and define possible solutions to the problem , a common understanding of the problem space was achieved between different stakeholder groups . I often use this method with our customers , who are government agencies dedicated to applying technological innovation to modernize their mission or provide services to customers , who may be American citizens , businesses , and non - citizens . I used the scarecrow visualization technique of the problem domain , which contains a set of questions or discussion prompts to allow different stakeholders to define the scope , boundaries , key elements , and elements to consider when identifying pain points and opportunities for improvement or solutions . Application I started this process by creating a scarecrow graphic of the problem domain . In order to develop the scarecrow graphic , I will use any existing materials to understand the environment . Existing materials may be operating or procedure documents , training materials , marketing materials , GAO or other audit reports . If there is no material available , I will conduct informal interviews with one - third of the stakeholders who are my main contacts in the program . If this is the case , I will borrow the concept of " front - end / back - end " from previous research and discuss it in David Gray 's book " The Connected Company " . The front - office / back - office approach helps reinforce the notion that every service — even internal services — has customers with whom the service provider interacts and internal processes that enable the organization to provide the service . The template I often start to use has a column on the left to identify partners and value chain providers , and a column on the right to identify oversight organizations , such as Congress , GAO , trade unions , advocacy groups , and other entities that may add constraints . How it works . The scarecrow graphic is very simple , using simple shapes and icons provided on Visio or the Internet . For this event , I will divide the stakeholders into groups of 5 - 6 people , each group representing a different organization or area of interest . Each group will receive a poster - sized copy of the scarecrow graphic , which they can write directly on , or use sticky notes to make comments . I give them two or three questions to answer , for example : 1 ) What key elements are missing in the graphics ? 2 ) Would you change the graph to more accurately reflect your problem space ? 3 ) What are your key insights on the relationship between entities in the problem space ? . I give them about 20 minutes to discuss the problem and mark up the graphics . Then I asked each group to report their answers to these three questions while pointing to the marks on their posters . When each group report comes out , I will record the common points of each group 's insights , and then record the other insights from the group discussion , and put it on the attached copy of the chart . After the meeting , I digitized the posters of each group into artifacts , created a view that combined the sharing and new insights from the group discussion , and then created a revised graph containing the feedback and suggestions they agreed as a group Change . Insight & Approach What I learned from doing this exercise with several groups is that while graphics — especially revised graphics that include their feedback — are important to strengthen their understanding of the problem they are trying to solve , the activity is more valuable . The aspect is the shared insights and shared learning that occur as they work to define the problem space . The graphic provides a discussion focus for different stakeholder groups , enabling them to share their views and gain insight into the underlying root causes of their problems . Although they can create graphics from a piece of white paper in a collaborative way , they start a conversation with a scarecrow jump . They can quickly identify where they are in the graph - or whether they are . Missing - and new insights about the relationships between key entities can be obtained faster , rather than taking time to identify them . They can also identify variables in the problem space - that is , it can help them identify things they do n't know , in which areas they need to obtain information or data to provide values for the variables . Since I found that the most valuable aspect is sharing insights and learning , next time I will use visualization activities as the starting point for a series of design thinking activities . Then , the revised graph containing their comprehensive feedback can be used as a reference tool in the rest of their work .