A Guide to Mind Maps

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Mind maps improve the way we record information in ways that enhance creative problem solving.

Mind maps improve the way we record information in ways that enhance creative problem solving.

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  • 1. A Guide to Mind Maps Olivier Serrat 2014 The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
  • 2. Thinking as a Skill Intelligence is a potential, and thinking is the operating skill through which it acts upon experience. Outside highly technical matters, perception is the most important part of thinking. If most errors of thinking are errors of perception— that being colored by emotions and values—thinking as a skill can be improved by practice and education.
  • 3. Sundry Tools for the Job Numerous straightforward yet powerful tools encourage creativity and flexibility, and help optimize different styles of reasoning (including analyzing, integrating, planning, and problem solving). They include APC (A stands for Alternatives, P for Possibilities, and C for Choices), OPV (Other People's Views), PMI (P stands for Plus—the good points, M for Minus—the bad points, and I for Interesting—the interesting points), brainstorming, lateral thinking, and mind maps.
  • 4. Of Mind Maps We usually write notes as sentences that we break into paragraphs, lists, or bullet points. In lieu of the list format conventionally relied upon to take notes, a mind map structures information visually: it develops from a single word (or short text), placed in the center of a sheet of paper, to which associated information is added in the form of sub-branches.
  • 5. The Mind Mapping Process The process of drawing a mind map can be described in a few steps: (i) start at the center of a page (rather than from its top-left corner), (ii) adopt an open, creative attitude, (iii) associate and link keywords and images freely, (iv) think fast, (v) break black-and-white boundaries with different colors and styles, (vi) do not judge, (vii) keep moving, and (viii) allow gradual organization by adding relationships and connections.
  • 6. The Mind Map Advantage Mind maps are compact, with no unnecessary words; easy to draw; very flexible; and can summarize pages of information. Mind maps help identify gaps in information and shine clarity on important issues. The visual quality of mind maps allows users to identify, clarify, classify, summarize, consolidate, highlight, and present the structural elements of a subject more simply than with a standard set of notes. (It also assists review.)
  • 7. The Mind Map Advantage Mind maps facilitate recall because the clear association and linking of ideas mirrors the way the brain works— keywords and images are remembered with lesser effort than linear notes. The process of drawing a mind map is more interesting and entertaining than writing a report, or drafting a standard chart or table.
  • 8. Overcoming Challenges to Learning for Change in ADB: A Mind Map Overcoming Challenges to Learning for Change in ADB R espond to donor sÕ agendas on know ledge management and lear ning D eliver on Str ategy 2020 's commitmento pr ovide know ledge solutions to clients Ensur e leader ship suppor t and encour agement for know ledge management and lear ning O ver come or ganizational ÒsilosÓ Mobilize know ledge fr om inside and outside AD B C r eating a vision of know ledge management and lear ning that emphasizes their cr itical impor tance to development efectiveness R aising the pr ofile of know ledge management and lear ning C ontr ibuting to w or kshops and seminar s D eveloping a lear ning char ter for AD B Tar geting publishing and dissemination Aligning know ledge management and lear ning w ith Str ategy 2020 Pr ior itizing lear ning and development pr ogr ams r elated to Str ategy 2020 and its dr iver s of change Sur veying AD B clients ' know ledge r equir ements O r ganizational cultur e Leader ship competencies Building psychological safety and tr ust Building an or ganizational cultur e that clear ly values w or k quality as w el as quantity Enabling member s of diver se gr oups to beter under stand each other s ' pr ofessional mindsets Shar ing and r ew ar ding lear ning fr om successes and unexpected outcomes D eveloping r ecognition that ever yone in AD B is a know ledge w or ker Ar ticulating the lear ning behavior s that AD B values in its staf D eveloping coaching and mentor ing skils Str engthening exper tise in leading lear ning U sing cr eative information and communications technologies to impr ove later al communications acr oss formal str uctur es Making gr eater use of teams w ith diver se pr ofessional member ships D eveloping thematic communities Making gr eater use of w or kshops and seminar s D eveloping and using staf pr ofile pages Inside AD B O utside AD B D eveloping a toolkit for r unning communities of pr actice D evising lear ning and development pr ogr ams for communities of pr actice Str engthening communities of pr actice by pr oviding r egular oppor tunities for face - to - face meetings Suppor ting the development of informal communities of pr actice Ensur ing that staf pr ofile pages ar e kept up -to - date Monitor ing the use of publications and multimedia C ar efuly tar geting publications and multimedia to specific audiences athe planning stage D eveloping the know ledge hub concept Valuing clients as sour ces of know ledge and par tner s in lear ning O pening member ship of communities of pr actice to other s Str engthen links among the know ledge ser vices of AD B Position and r esour ce know ledge management and lear ning as a cr osscuting issue C r eate incentives for staf involvement in know ledge management and lear ning Maximize lear ning fr om evaluation Build under standing of and capacity for know ledge management and lear ning Establishing r egular coor dination meetings involving know ledge management specialists C olabor ating on publications C oor dinating r esear ch agendas Positioning the know ledge management center to emphasize the impor tance of know ledge management and lear ning Incr easing r esour ces for know ledge management and lear ning Investing in know ledge management and lear ning - r elated lear ning and development pr ogr ams Time alocation to individuals for r eflection and know ledge development D evelopment of know ledge hubs Suppor to formal and informal communities of pr actice Lear ning and development pr ogr ams Appointment of specialist pr ofessionals Acknow ledging contr ibutions to know ledge management and lear ning R ecognizing lear ning and know ledge development as cor e activities in the time - and per formance -management systems Pr oviding time and per formance r ecognition for people w ho ser ve as coaches and r esour ce per sons and shoulder r esponsibilities in communities of pr actice Str engthening the use of pr oject completion and technical assistance completion r epor ts for know ledge management and lear ning Enhancing the pr ofessional development cur r icula for key ar eas of competence Making mor e cr eative use of questioning at concept development stage Incor por ating r equir ements for r egular r eflection in pr oject planning Making efective use of meta - evaluations D eveloping and using indicator s for monitor ing and evaluating know ledge management and lear ning Emphasizing lear ning fr om achievements Making gr eater use of after - action r eview s and r etr ospects Alow ing adequate time for identifying lessons fr om monitor ing and evaluation Maximizing the use of evaluation r epor ts by tar geting specific issues to specific audiences Pr oject planning Encour aging the use of peer assists Making efective use of exit inter view s to str engthen or ganizational memor y Ensur ing thathe staf induction pr ogr am intr oduces AD B ' s appr oach to know ledge management and lear ning Achieving pr ofessional accr editation for lear ning and development pr ogr ams Intr oducing concepts of know ledge management and lear ning into existing lear ning and development pr ogr ams Information and communication technologies People D iver sifying the r ange of the information and communication technologies used D eveloping the use of online colabor ative spaces for teams , pr ojects , and communities of pr actice Pr oviding lear ning and development oppor tunities to encour age cr eative use of information and communication technologies D eveloping competencies in r eflective pr actice D eveloping stor yteling competencies Enabling use of tools , methods , and appr oaches for know ledge management and lear ning Str engthening team w or king competencies Source: ADB. 2009. Learning for Change in ADB. Manila. Available: www.adb.org/publications/learning-change- adb, pp. 26–27.
  • 9. Further Reading • ADB. 2008. The Reframing Matrix. Manila. Available: www.adb.org/publications/reframing-matrix • ADB. 2009. The Five Whys Technique. Manila. Available: www.adb.org/publications/five-whys-technique • ADB. 2009. The SCAMPER Technique. Manila. Available: www.adb.org/publications/scamper-technique • ADB. 2009. Drawing Mind Maps. Manila. Available: www.adb.org/publications/drawing-mind-maps • ADB. 2009. Wearing Six Thinking Hats. Manila. Available: www.adb.org/publications/wearing-six-thinking-hats • ADB. 2009. Learning for Change in ADB. Manila. Available: www.adb.org/publications/learning-change-adb
  • 10. Videos • ADB. 2012. The Critical Incident Technique. Manila. Available: vimeo.com/67185516 • ADB. 2012. The Five Whys Technique. Manila. Available: vimeo.com/67185517 • ADB. 2012. The Reframing Matrix. Manila. Available: vimeo.com/67186254
  • 11. Olivier Serrat Principal Knowledge Management Specialist Regional and Sustainable Development Department Asian Development Bank knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge