Example Reflection – Visualization Challenge & Selection

Challenge & Selection

The first method I used was the method of visualization, or brainstorming, to achieve a common  understanding of a problem areas between a group of investors before attempting to identify and come  up with possible solutions towards these challenges. I use this approach so frequent with our customers,  who are investors, tenants and occupants wherein I am proactively working to apply technology  innovations to streamline our company vision and service delivery. I have used the mechanism “Putting  myself into the customer shoes” visualization of a problem field with a set of questions or heads-up for  discussion to allow a group of stakeholders to learn from each other and exchange their knowledge in  the process of defining the scope, constraints, key elements, and relationships between elements to  consider when identifying pain points and opportunities for improvements or prototypes and solutions.

Application

On the other hand, I initiated the process by presenting few slides incorporated with graphical view  pertaining to the customer satisfaction rate achieved across the past few months. To develop my  concept of putting myself into the customer shoes, I will illustrate multiple examples of real serious  during the discussion.

The existing material may be operational or procedural documents, training materials, marketing  materials or historical data or analysis. If materials are not available, then I conduct informal interviews  with occupants who serve as my main points of contact for this initiative. If appropriate to the situation,  I will borrow the concept to “putting myself into the customer shoes” from previous research, and  discussed in Striving to achieve customer satisfaction by an American author. The template I often start  with also has a column on the left to identify our key investors and service providers and a column on  the right to identify the external stakeholders, such as Department of Transport, Urban Planning and  Municipalities, and other entities that may add constraints for the customer journey.

I will divide our key investors into groups of 5-6 participants each representing a different category or  area of interest. 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 area? 3) What key insights do you have about the relationships between the entities in your  problem area? I give them approximately 35 minutes to collectively discuss the questions and mark up  the graphical view. Then I have each group report out on their answers to those three questions while  pointing to the mark-ups on their white board. As each group reports out, I record similarities in the  insights of each group, and then additional overviews that come from the group discussion on an  additional copy of the graphical view. Upon completing the session, I segregate the output of each group  as an end user product, create a view that combines the shared and new insights from the group  discussion, and then design a revised graphical view with curves that incorporates their feedback and  proposed enhancement that they agreed to as one team.

Insight & Approach

What I have learned from steering this exercise with multiple groups is that while the graphical view –  especially the final one that incorporates their feedback – is important for strengthening their insight of  the problem they are working to resolve, the more significant aspect of the activity is the shared insights  and shared learning curve that occurs while they are working hand to hand to identify their problem  areas. The final graphical view gives the group of investors an assigned focal point for discussion that  allows them to share their perspectives and value propositions to develop insights into potential root  causes of their problems. While they could create the graphical view from a blank page in a joint  manner, starting with the concept (Putting yourself in the customer shoes). They can rapidly determine  where they are standing – or if they are missing – and can more effectively gain new insights about  relationships between key entities instead of taking time to define them. They can also identify the  added value in the problem area, it helps them to identify what they don’t know, in what areas they  need to obtain information or data to provide the values accordingly. Since I realized that the most  valuable aspect is the shared insights and learning, next time I would use the visualization activity as a  common practice and trend for a series of design thinking functions. Then the revised graphical view  that incorporates our combined feedback can serve as a reference tool throughout the rest of their  work.


Example Reflection – Visualization Challenge & Selection Challenge & Selection The first method I used was the method of visualization , or brainstorming , to achieve a common understanding of a problem areas between a group of investors before attempting to identify and come up with possible solutions towards these challenges . I use this approach so frequent with our customers , who are investors , tenants and occupants wherein I am proactively working to apply technology innovations to streamline our company vision and service delivery . I have used the mechanism “ Putting myself into the customer shoes ” visualization of a problem field with a set of questions or heads - up for discussion to allow a group of stakeholders to learn from each other and exchange their knowledge in the process of defining the scope , constraints , key elements , and relationships between elements to consider when identifying pain points and opportunities for improvements or prototypes and solutions . Application On the other hand , I initiated the process by presenting few slides incorporated with graphical view pertaining to the customer satisfaction rate achieved across the past few months . To develop my concept of putting myself into the customer shoes , I will illustrate multiple examples of real serious during the discussion . The existing material may be operational or procedural documents , training materials , marketing materials or historical data or analysis . If materials are not available , then I conduct informal interviews with occupants who serve as my main points of contact for this initiative . If appropriate to the situation , I will borrow the concept to “ putting myself into the customer shoes ” from previous research , and discussed in Striving to achieve customer satisfaction by an American author . The template I often start with also has a column on the left to identify our key investors and service providers and a column on the right to identify the external stakeholders , such as Department of Transport , Urban Planning and Municipalities , and other entities that may add constraints for the customer journey . I will divide our key investors into groups of 5 - 6 participants each representing a different category or area of interest . 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 area ? 3 ) What key insights do you have about the relationships between the entities in your problem area ? I give them approximately 35 minutes to collectively discuss the questions and mark up the graphical view . Then I have each group report out on their answers to those three questions while pointing to the mark - ups on their white board . As each group reports out , I record similarities in the insights of each group , and then additional overviews that come from the group discussion on an additional copy of the graphical view . Upon completing the session , I segregate the output of each group as an end user product , create a view that combines the shared and new insights from the group discussion , and then design a revised graphical view with curves that incorporates their feedback and proposed enhancement that they agreed to as one team . Insight & Approach What I have learned from steering this exercise with multiple groups is that while the graphical view – especially the final one that incorporates their feedback – is important for strengthening their insight of the problem they are working to resolve , the more significant aspect of the activity is the shared insights and shared learning curve that occurs while they are working hand to hand to identify their problem areas . The final graphical view gives the group of investors an assigned focal point for discussion that allows them to share their perspectives and value propositions to develop insights into potential root causes of their problems . While they could create the graphical view from a blank page in a joint manner , starting with the concept ( Putting yourself in the customer shoes ) . They can rapidly determine where they are standing – or if they are missing – and can more effectively gain new insights about relationships between key entities instead of taking time to define them . They can also identify the added value in the problem area , 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 accordingly . Since I realized that the most valuable aspect is the shared insights and learning , next time I would use the visualization activity as a common practice and trend for a series of design thinking functions . Then the revised graphical view that incorporates our combined feedback can serve as a reference tool throughout the rest of their work .