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Great Answer! Now What Was the Question?
This document contains various quotes and information about mental models and frameworks. It discusses developing mental models to organize goals and identify tactics by grouping tasks into towers and towers into mental spaces. It also mentions using influence mapping to identify goals and relationships, and applying the funnel of relevance to add depth and context to mental models. Finally, it recommends testing tactics against a behavior model, considering flow, classifying domains using Cynefin, and focusing on idealized design when developing mental models and solutions.
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Great Answer! Now What Was the Question?
- 2. Famous Quotes (peoplenever actually said) If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution. —Albert Einstein
- 3. The Benefits ofGetting the Question Right • Framing defines the system, its boundaries, and the goals and motivations of its inhabitants • Influence Mapping articulates relationships and dependencies, the momentum and inertia within the system • Mental Models replace bias with context and a controlled vocabulary
- 5. Drab Quotes (frombrilliant skeptics)
- 6. Cynefin Chaotic ComplicatedComplex Simple Sense è categorizeè respond Sense è analyze è respond Probe è sense è respond Act è sense è respond Causal, predictable, repeatable Causal, but relationships are only evident to expertsCausality may become evident retrospectively, emergent, unpredictable No evident causality Process: Best practices/patterns Expertise: good practices, principles Experimentation: designed experiments become emergent practices Action: Novel practices DISORDER Complacency can lead to a fall directly into chaos, from which recovery can be difficult
- 7. Helpful Quotes (frombrilliant optimists)
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- 9. Weird Quotes (fromfamiliar icons) A first-rate soup is more creative than a second-rate painting. —Abraham Maslow
- 10. The Hierarchy ofNeeds
- 11. Uplifting Quotes (frompeople with unpronounceable names)
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- 13. Awesome Quotes (thatjust don’t roll off the tongue)
- 14. Idealized Design • Absolution •Ignoring or declining responsibility for the problem • Solution • solving the problem symptomatically • Resolution • tracing the problem to its source and applying tactics at the source • Dissolution • eliminating the source of the problem
- 15. Quote of theDay (hot off the presses!) Best practices and patterns are just another manifestation of process; they cannot solve complex design problems. —me
- 16. The Funnel ofRelevance WHO WHEN WHAT HOW
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- 19. WE STARTED WITH ANINITIAL LIST…
- 20. IDENTIFIED PRACTICE AND PHYSICIANATTRIBUTES…
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- 24. AssignmentsAssignments Benefits and Support Benefits and Support ClientsClients EmpowermentEmpowerment MeaningfulWorkMeaningful Work Office Culture Office Culture OpportunityOpportunity Process and Methods Process and Methods StabilityStability Tools and Technology Tools and Technology Training and Education Training and Education Work/Life Balance Work/Life Balance § Establish a “culture committee” elected by staff § Develop, publicize, and live up to a people-focused value statement § Employees record a testimonial at each service anniversary § Encourage the development of “neighborhoods” in the office § Transparency of agency vision, values, and retention efforts § Develop freelance rosters to balance short-term need § Create an expanded internship program with other agencies to develop and engage local talent § Extend remote working technology to include collaborative document creation and review § Engage families in <COMPANY> activities § Provide in-office exercise and relaxation classes § Free bottled water and healthy drinks § Give each vested employee a training/conference budget § Require regular team meetings where staff develops the agenda § Develop appropriate “rotation” plans § Provide awards and recognition for meaningful inter-capability/team collaboration § Engage capability leadership in project estimation and burn rate § Regularly provide staff with updated project budget § Focus on value and allow staff to devise their own methods and deliverables § Require a percentage of time be spent on innovation with measured results § Establish ongoing education as an expectation (“CME”) § Promote team/capability summits to share work/methods § Each capability team required to nominate an external speaker to present § Extend management training and review § Treat New Business as a forecast client and allocate resources based upon agency and staff growth § Support new channel growth with pitch quotas for senior leaders § Develop a plan for clients who are not advancing <COMPANY> § Focus on “problems worth solving” § Adopt “standing meeting” practices and other agile processes § For each capability, develop contributing skill descriptions and rating/development plans § Define work not be deliverables but by the value it represents § Demonstrate the value of our work to clients, doctors, patients § Actively promote matching gift to selected charitable organizations § Offer payout of unused vacation § Offer “severance insurance”
- 26. A Quick Refresheron Mental Models
- 27. Elements of aMental Model • Tasks are derived from primary research and observation • Tasks are organized into Towers through affinity mapping • Towers are grouped into Mental Spaces
- 28. Mental Models inContext • Tasks è Goals • Towers è Themes • Mental Spaces è Domains • Segments (WHO) • Timelines (WHEN) • Tactics (WHAT) • Channels (HOW)
- 29. Bringing it alltogether… • Use Influence Mapping to identify goals and relationships • Develop Mental Models to organize goals and identify tactics • Apply the Funnel of Relevance to add depth and context • Test your tactics against the Behavior Model • Consider Flow when ability is dynamic or motivation needs to be amplified • Use Cynefin to classify each domain and determine what method to apply • Focus on Idealized Design, always seeking a fourth-order solution
Editor's Notes
- #7 Helps identify the nature and complexity of the problem
- #9 Helps articulate the design objectives of a behavior-related problem (many complex problems are behavioral in nature)
- #11 Needs speak only to motivation, not to ability, and many of them lack a trigger
- #13 Flow speaks to ability and its role in the engagement dynamic
- #15 Helps guide meaningful and sustainable innovation We can illustrate the four levels of dealing with a problem by considering the following example: "Banks are only open when most people are at work." The lowest level is ABSOLUTION: The bank does nothing. Their customers can come in on their lunch hour, and most of their depositors are seniors or stay-at-home moms. It isn't the bank’s problem, it's their customer's problem. The next level is SOLUTION: The bank attacks the problem head on, setting hours on the weekends and staying open until 7pm one night a week. This helps some customers, but not those who have a long commute, work long hours, or go to school in addition to working. The bank has addressed the problem, but may not have met the needs of their customers, and will not attract customer outside of their assumed demographic. A higher level is RESOLUTION: The bank enables most transactions to be completed using one of their ATM machines. The machines are always available, so the root cause of the problem, "time", is no longer an issue. However, customers still have to go to a specific location to do their banking, which is inconvenient and offers an opportunity for one with better service to steal their customers. The highest level is DISSOLUTION: The bank looks at the whole system of banking as a way of addressing the issue and devises a way that customers can do their banking anytime, from anyplace. Customers can use the internet, telephone, or even text messaging to complete transactions, and a call center is introduced to provide person-to-person assistance where needed. The bank eliminates branch locations and focuses on "distance banking" based upon convenience. An entire system is created that can meet the needs of any customer.
- #17 Who: Subscribers Prospects When: Urgency Frequency How: Channel Medium What: Complexity Call to action