VISUALIZATION

CHALLENGE:

The first tool used was the visualization tool, which enabled a diverse variety of individuals to share their  understanding of the problem space prior to trying and identifying solutions. I always use this strategy  with our clients, who are NGOs who work to modernize their business or to provide their customers  with new technical technologies, who may be ordinary people and companies.

SELECTION:

In the process of evaluating the distance, borders, key elements and the relationships between  elements to be considered in identifying pain points and opportunities for change or solution, I have  applied the technique of using a common man visualization of a problem domain with a series of  questions or picks for discussion.

APPLICATION:

I begin the process by creating an instance of a problem domain graphic. I will draw on some existing  material to understand the atmosphere to create the common man graphic .. Operational or procedural  records, education content, marketing equipment, GAOs and other audit reports may be the current  content. I perform informal interviews with one third of the parties involved in the project, if the  information is not available.

The instances are plain, with simple shapes and icons on Visio or the Internet. The instances are simple.  If the front / back stage view doesn't work, I can create a different type of visual, either based on a high- level swimming lane phase flow, or on a different format.

For the operation, I will divide the stakeholders into groups of 5-6 participants each representing a  different organization or field of interest. Each party will obtain a poster-size graphic copy, which you  can write directly on, or use sticky notes. I ask two-three questions, including 1) What main elements of  the graph are missing? 2) What are you going to adjust about this graph to represent your problem area  more precisely? 3) What are your main insights into the connections between the organizations in your  problem area?

I'll give them about 10 minutes to discuss and graph the questions. Then I have a summary from each  group of questions on their answers when pointing to the poster. As each group reports, I document  commonalities in each group 's view and more observations from the group discussion on a further copy  of the graph. I digitize the poster for each group after a session as an item, create a view that  incorporates the sharing of the group conversation with new ideas and then create a revised graph with  suggestions and possible improvements that they accepted as a group.

INSIGHT:

What I've learned from the exercise with many groups is that, while the graph – especially the revised  graph that contains your input – is necessary to improve your understanding of the problems to be

solved, the more valuable aspect of the activity is its shared perspectives and popular learning. The  graph gives a focus to the different groups of stakeholders to share their viewpoints and to gain insights  into the root causes of their problems. Although they could collaboratively build the graph in a blank  slate, the discussion begins with a common man. Instead of taking time to classify them, they can  quickly figure out where they are in the graph or where they're missing and can quickly get new  perspectives on interactions between key individuals. They are also able to recognize variables in the  space of the problem – that is, it allows them to determine what they know not to collect information or  data in which fields to provide the values for variables.

APPROACH:

Since I have discovered that shared experiences and learning are the most important element, I shall use  visualization to begin a series of design thinking exercises the next time. Then, the updated graph, with  combined feedback, can be a reference guide for the rest of their work.


VISUALIZATION CHALLENGE : The first tool used was the visualization tool , which enabled a diverse variety of individuals to share their understanding of the problem space prior to trying and identifying solutions . I always use this strategy with our clients , who are NGOs who work to modernize their business or to provide their customers with new technical technologies , who may be ordinary people and companies . SELECTION : In the process of evaluating the distance , borders , key elements and the relationships between elements to be considered in identifying pain points and opportunities for change or solution , I have applied the technique of using a common man visualization of a problem domain with a series of questions or picks for discussion . APPLICATION : I begin the process by creating an instance of a problem domain graphic . I will draw on some existing material to understand the atmosphere to create the common man graphic .. Operational or procedural records , education content , marketing equipment , GAOs and other audit reports may be the current content . I perform informal interviews with one third of the parties involved in the project , if the information is not available . The instances are plain , with simple shapes and icons on Visio or the Internet . The instances are simple . If the front / back stage view does n't work , I can create a different type of visual , either based on a high- level swimming lane phase flow , or on a different format . For the operation , I will divide the stakeholders into groups of 5 - 6 participants each representing a different organization or field of interest . Each party will obtain a poster - size graphic copy , which you can write directly on , or use sticky notes . I ask two - three questions , including 1 ) What main elements of the graph are missing ? 2 ) What are you going to adjust about this graph to represent your problem area more precisely ? 3 ) What are your main insights into the connections between the organizations in your problem area ? I 'll give them about 10 minutes to discuss and graph the questions . Then I have a summary from each group of questions on their answers when pointing to the poster . As each group reports , I document commonalities in each group 's view and more observations from the group discussion on a further copy of the graph . I digitize the poster for each group after a session as an item , create a view that incorporates the sharing of the group conversation with new ideas and then create a revised graph with suggestions and possible improvements that they accepted as a group . INSIGHT : What I 've learned from the exercise with many groups is that , while the graph – especially the revised graph that contains your input – is necessary to improve your understanding of the problems to be solved , the more valuable aspect of the activity is its shared perspectives and popular learning . The graph gives a focus to the different groups of stakeholders to share their viewpoints and to gain insights into the root causes of their problems . Although they could collaboratively build the graph in a blank slate , the discussion begins with a common man . Instead of taking time to classify them , they can quickly figure out where they are in the graph or where they 're missing and can quickly get new perspectives on interactions between key individuals . They are also able to recognize variables in the space of the problem – that is , it allows them to determine what they know not to collect information or data in which fields to provide the values for variables . APPROACH : Since I have discovered that shared experiences and learning are the most important element , I shall use visualization to begin a series of design thinking exercises the next time . Then , the updated graph , with combined feedback , can be a reference guide for the rest of their work .