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Visual SenseMaking

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Visual SenseMaking

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Visual SenseMaking

  1. 1. 1 Visual SenseMaking BUSINESS CONCEPT MODELS COLLECTION 1 Humantific
  2. 2. “A new breed of consultant using the tools of design to solve business problems creatively.” TIME Magazine 2008
  3. 3. 1 Humantific is a new breed of SenseMaking-based Transformation Consultancy. SenseMaking has become the strategic fuel for meaningful ChangeMaking in organizations today. Humantific applies hybrid methods from the emerging/converging fields of design thinking, inclusive innovation and transformation science. Working with our human-centered toolbox, we help organizational leaders co-create pathways through fuzzy strategic complexity, communicate complex ideas, and build organizations that not only maximize collective brainpower but are also adaptable to continuous change. We believe SenseMaking and ChangeMaking have become equally important partners in the quest to create a more human- centered world.
  4. 4. NEW VALUE Change Making ChangeMaking in an organizational context is the strategic activity of moving from an existing state to a co-created future state. At Humantific, we do this using hybrid methods from the emerging/converging fields of design thinking, innovation acceleration and transformation science.
  5. 5. Sense Making SenseMaking in an organizational context is the strategic activity of making sense of ambiguous complex situations. At Humantific, we do this using visual methods and tools, including words, images, drawings, diagrams, charts. This involves not only visual thinking, but creating visual ordering systems. NEW INSIGHTS
  6. 6. 4 Humantific’s SenseMaking Model has 5 dimensions focused on understanding: The fuzzy problem/opportunity space The humans in the problem space The information in the problem space The problem/opportunity owners The project team 1 3 5 2 4
  7. 7. 5 Understanding The Project Team Understanding The Problem Owners The Project Team The Problem Owners Understanding Humans in the Problem Space Humans in the Problem Space 1 4 5 MAP OF CHALLENGES MAP OF PROJECT TEAM MAP OF PROBLEM OWNERS 2 MAP OF RESEARCH RESULTS Understanding Information in the Problem Space 3 MAP OF INFORMATION Information PROBLEM SPACE Understanding The Problem / Opportunity Space
  8. 8. 6 Humantific Labs StrategyLab We help teams co-create new strategic pathways through fuzzy complexity. UnderstandingLab We make complex ideas and concepts understandable to people. InsightLab We help organizations create new opportunities based on deep understanding of humans. Humantific Workshops We help organizations build complexity navigation capabilities. Complexity Navigation Program • Strategic Co-Creation • Visual SenseMaking • Design Research
  9. 9. 7 Visual SenseMaking BUSINESS CONCEPT MODELS COLLECTION 1
  10. 10. 8
  11. 11. 9 KNOWLEDGE CREATING ORGANIZATION MODELS The Knowledge Creating Organization A CONCEPTUAL MODEL
  12. 12. 10 TODAY TWO UNCONNECTED WORLDS Before Sermo© FINANCE HEALTHCAREGOVERNMENT/ ACADEMIA • Hedge Fund Managers • Financial Research • Investors • Pharma • Device Companies • Insurance • Universities • Government • Patient Safety Organizations PHYSICIAN COMMUNITY OUTSIDE COMMUNITIES “Outsider” Access ACCESS TO PHYSICIAN OBSERVATIONS Medical Journals Physician Consultants Clinical Trials Medical Conferences Medical Websites News Media Dr. Smith’s Immediate Colleague Network Isolated Physican Network Dr. Smith Patient Visit to Dr. Smith Response to Problem Problem
  13. 13. 11 FINANCE HEALTHCAREGOVERNMENT/ ACADEMIA • Hedge Fund Managers • Financial Research • Investors • Pharma • Device Companies • Insurance • Universities • Government • Patient Safety Organizations 10101010101010101 01010101010101010 10101010101010101 01010101010101101 01010101010101010 10101010101010101 01010101010010101 01010101010101010 10101010101010101 01010101101010101 DATA TOMORROW ONE CONNECTED WORLD Powered by Sermo© SERMO SERMO ANALYTICS • Surveillance • Consensus • Survey ANALYTICS • Surveillance • Consensus • Survey ANALYTICS • Surveillance • Consensus • Survey PHYSICIAN COMMUNITY OUTSIDE COMMUNITIES “Insider” Access SERMO© An Online Physician Knowledge Ecosystem Medical Journals Physician Consultants Clinical Trials Medical Conferences Medical Websites News Media ACCESS TO PHYSICIAN OBSERVATIONS Dr. Smith SERMO Patient Visit to Dr. Smith Problem Response to Problem +2 -3.5 +1.2 -5 +3 +2 -3.5 +1.2 SERMO
  14. 14. 12RESEARCH RESULTS VISUALIZED
  15. 15. 13
  16. 16. 14 5 Great! [ ABC ] Conflicting Branding: No clarity on what it is called when I arrive and during the event. We have a great event for you called ABC. Huh? SELL WITH PRIDE • No ABC words • Different title Physical Orientation CONFUSION [ ABC ] Confusing orientation: All materials have already been printed. We want you to bring your ideas to ABC. Great! Huh? 6 Process/Orientation CONFUSION 1 4 6 5 Cla 1 Great!We want you to detail consistent messages. Conflicting Direction 4 Great!We have a great product workshop for you. Purpose/Language C Confl Direc CONFU Physical Orientation CONFUSION Purp Lang CONF Process/ Orientation CONFUSION
  17. 17. 15 1 4 2 3 arity [ ABC ] 3 Great! Presentations Complexity Overload: Presentations organized differently. We have some great product presentations for you. Huh? Multiple Variables/Complexity CONFUSION High Selling contradicts message consistency. Huh? We want you to do High Selling. ns CONFUSION Presentation Confusing language: When I get to my workshop, it is a presentation. Huh? CONFUSION 2 Great! Materials Confusion of materials: No organizing structure. Confusion of boxes (more than 1 sent). You will receive a small box with great materials. Huh? ? ? ? ? ? Documents CONFUSION Our Target licting ctions USION Documents CONFUSION Multiple Variables/ Complexity CONFUSION pose/ guage FUSION RESEARCH RESULTS VISUALIZED
  18. 18. 16 Makers of Messages Materials Users of Messages Materials Prescribers Marketing Messages Materials Marketing Materials What to say in what order RESEARCH ORIENTATION MODELS
  19. 19. 17 May RDs DMsVPsMarketing DMsRDs PHRsDMs AB ABC2 Events Product Cascade 4 VPs (8 Divisions c t 1 Marketing Product Team National MX1 Event VP/RD Venue: Regional Offices VPsMarketingRDsVPsMarketing Nation ABC E VP/RD Venue: Florid ABC1 Event Mid-ABC vents e 2,880 PHRs (10 PHRs per DM) Each PHR communicates messages to 4 s 32 RDs (8 RDs per VP) 288 DMs (9 DMs per RD) ions Regions Districts Territories Each RD communicates messages to their Districts Each DM communicates messages to their territories to communicate messages to Launch Product Strategy Prep PrepUpdate Product Strategy Produce SendReview Board Receive Product Strategy ReceSync-up ABC Event Planning Selling • Awards • Updates • Motivation ril June July September October ABC Event 1 ABMid-ABC Event W3 W4 3 Sales5Sales4 W1 W2 W3 W4 Sales1 Sales2 Sales3 Sales5Sales4 W1 W2 W3 W4 Sales1 Sales2 Sales3 Sales5Sales4 W1 W2 W3 W4 Sales1 Sales2 Sales3 Sales5Sales4 W1 W2 W3 W4 Sales1 Sales2 Sales3 Sales5Sales4 W1 W2 W3 W4 Sales1 Sales2 Sales3 Sales5Sales4 W1 W2 W3 W4 Sales1 Sales2 Sales3 Sales5Sales4 Each RD, DM PHR attends 3-4 product strategy sessions August National ABC Event VP/RD Venue: Florida Hotel Regional ABC Event RD/DM Venue: Regional Hotel District ABC Event DM/PHR Venue: District Hotel Mid-ABC Event National Mid-ABC VP/RD Venue: Florida Hotel Regional Mid-ABC VP/RD Venue: Regional Hotel District Mid-ABC VP/RD Venue: District Hotel RDs DMs DMsRDs PHRsDMsVPsMarketing
  20. 20. 18 Specific Delivery Task View Adaptable Strategic View Step-by-step View Behaviors View Parts of Adaptive Innovation Architecture are missing Huh? Organization Today M I S S I N G M I S S I N G Envision Execute NEXTDESIGN LEADERSHIP MODELS
  21. 21. 19 Specific Delivery Task View Adaptable Strategic View Step-by-step View Behaviors View Connecting the dots from goals to skills to behaviors Aha! Organization Tomorrow Envision Execute Pattern Optimizing Pattern Creating
  22. 22. 20 Mu Pr Design Project Team OUTBOUND SKILLS Hidden Magical Process (“Wave the wand”) Activity Proportion Form-Giving Aesthetics De + Mu + Sca Design 1.0 Customers SENSE Making STRANGE Making DESIGN 1.0Traditional Design NEXTDESIGN LEADERSHIP MODELS
  23. 23. 21 De + Mu + Sc •C In To Imp T Be Colla INB S Multidisciplinary Project Team Externalized Process •Product Design Orientation •Product Scale •Product Design Process OUTBOUND SKILLS + Observation of Customer Behavior Design 2.0 + Multidisciplinary Teams + Scale/Focus (products/services) Customers SENSE Making STRANGE Making DESIGN 2.0 Product Design Innovation
  24. 24. 22 Design 3.0 + Multidisciplinary Teams + Scale/Focus (adaptable/universal) Multidisciplinary Project Team + Customers •Adaptable Orientation •Adaptable Scale •Adaptable Process •Connected Inbound Outbound Tools Externalized Process + Observation of Customer Behavior Participatory Co-Creation OUTBOUND SKILLS + Improving Team Behavior Collaboration INBOUND SKILLS ss ntation cess Customers SENSE Making STRANGE Making DESIGN 3.0 Transformation Design NEXTDESIGN LEADERSHIP MODELS
  25. 25. 23 designers others NextD ReRethinking Design educationpractice UNFRAMED CHALLENGES PRACTICE SPACE UNFRAMED CHALLENGES EDUCATION SPACE Copyright © 2008 NextDesign Leadership Institute. All Rights Reserved. FRAMED CHALLENGES EDUCATION SPACE FRAMED CHALLENGE PRACTICE SPACE NextDPractice Strategic Space TraditionalDesignPracticeTraditionalDesignEducationNextDEducation NextD Universal Innovation Dynamics MetaRoot® Toolkit Skillset INSTRUCTOR You are here to learn master the HOW, that can be applied to any problem or opportunity: A Universal HOW. Industrial Design WHAT HOW Comm. Design WHAT HOW Interactive Design WHAT HOW Environm. Design WHAT HOW Organiz. Design WHAT HOW Research Design WHAT HOW Design Planning WHAT HOW Other Design WHAT HOW Other WHAT HOW Technology WHAT HOW Business WHAT HOW UNIVERSAL HOW learn universal process learn specialty process apply universal process apply specialty process Business Technologist OtherOrganizational Systems Designer Industrial Designer Interactive/ Experience Designer Environments Designer Communication Designer Design Researcher Design Planning Other Designers poster vehicle bike building office brand package computer chair tool process event machine material typeface book website message logo interface magazine CD-ROM division phone sign guidead workshop 1 workshop 2 workshop 3 workshop 4 Skills Progression Ladder SKILLS TOOLS CLIENTS We are not sure what our problems and/or opportunities are. INSTRUCTOR You are here to learn how to solve defined problems. We need a/an... CLIENTS Patt ernOpt imiz ing Patt ernCrea ting Innovation Model Innovation Team Profile Innovation Process lead learn to lead learn to respond respond www.nextd.org workshop 1 workshop 2 workshop 3 workshop 4 Skills Progression Ladder SKILLS TOOLS Patt ernOpt imiz ing Patt ernCrea ting Innovation Model Innovation Team Profile Innovation Process MetaRoot ® Toolkit Skillset
  26. 26. 24 WELL-BEING TIME CONCEPT MODEL
  27. 27. 25 Midwest West South Northeast Massachusetts New Jersey Washington, DC Alabama Arkansas Louisiana West Virginia Connecticut Mississippi Maryland New York CD14 California CD20 Alabama CD4 Missouri CD8 Texas CD29 Kentucky CD5 Virginia CD8 California CD14 California CD48 California CD30 DATA COMPARISON CHART
  28. 28. 26 EVERYONE HAS A DIFFERENT STARTING POINT EXPANDED opportunities and choices HUMAN DEVELOPMENT CONSTRAINED opportunities and choices WELL-BEING TIME Those with few capabilities face the steepest climb. CONCEPT Human development is the process of enlarging people’s freedoms and opportunities and improving their well-being. 0 20 40 60 70 80 END Quality education Job loss Strong motivation Poor health START Strong family One’s outcome is the result of forces acting both within and outside of one’s control. Supportive institutions JOURNEY Human development can be understood as a journey. Even before one’s life begins, parents play a role in setting the trajectory of one’s human development. Numerous factors and experiences alter the course of one’s journey through life, helping or hindering one’s ability to live a life of choice and value. What Is Human Development? Human development is about the real freedom ordinary people have to decide who to be, what to do, and how to live. These diagrams illustrate the central ideas of human development and visually depict how we measure it using the American Human Development Index. 14 THE MEASURE OF AMERICA
  29. 29. 27 15American Human Development Report 2008–2009 IDENTITY: I am an Asian Male living in New York City’s Fourteenth Congressional District. AGENCY: I am empowered to further goals that matter to me. SOCIETY INDIVIDUAL communityeconomy culture politics religion laws CAPABILITIES environment A Decent Standard of Living Access to Knowledge A Long and Healthy Life THREE DIMENSIONS American Human Development INDEX INDICES Health INDEX Education INDEX Income INDEX GEOGRAPHY GENDER RACE / ETHNICITY LENSES CAPABILITIES Capabilities—what people can do and what they can become—are central to the human development concept. Many different capabilities are Our capabilities are expanded both by our own efforts and by the institutions and conditions of our society. DIMENSIONS Of all the capabilities, this report focuses in-depth on just three, all of which are relatively easy to measure. They are considered core human development dimensions. LENSES The results of the American Human Development Index reveal variations among regions, states, and congres- sional districts; between women and men; and among racial and ethnic groups. INDEX Human Development Index measures the same three basic dimensions as the standard HD Index, but it uses different indicators U.S. context and to maximize use of available data. The Index will serve as a baseline for monitoring future progress. CONCEPT MODELS VISUAL STORYTELLING
  30. 30. 28 Visual SenseMaking is the activity of making sense of ambiguous complex situations through visual methods and tools. Humantific Focus: Visual SenseMaking in Organizations Society With the goal of helping to drive change in organizations and in society, we make visual sense of complex situations, wicked problems, opportunities, strategies, initiatives, products, services, technologies, ideas, business plans, processes, structures, messages, as well as human well-being measurements including health, education, income, opportunity distribution, equality, etc. We believe that understanding plays a significant role in organizational and social ChangeMaking. Printedon60%recycledpaperusingvegetable-basedinks.
  31. 31. Copyright © 2010 Humantific, Inc. All Rights Reserved. Before Change Happens, New Seeing Happens, New Understanding Happens, New Thinking Happens. ask@humantific.com
  32. 32. www.humantific.com SenseMaking for ChangeMaking NEW BOOK COMING SOON!

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