Using Information Visualization to prepare for ChangeMaking
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Humantific has been integrating data and information visualization into purposeful Strategic Cocreation for more than ten years. To do that we call upon and share with our clients a much broader innovation enabling toolset than is typically found in the current evolution of the data visualization community. Our "secret innovation enabling sauce" is the hybrid combination of advanced cocreation skills combined with deep visual sensemaking capacity. We share that hybrid combination with our clients and teach organizational leaders how to build SenseMaking for ChangeMaking capacity in their own organizations. Making sense of just the data part is a sub-sub-subset of what Humantific is already doing. Executing multidimensional SenseMaking in the context of ChangeMaking is the much heavier lift.
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Using Information Visualization to prepare for ChangeMaking
- 1. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 2. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Based in New York Humantific is a leading SenseMaking & ChangeMaking Consultancy.
- 3. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Making the strange familiar. Making the familiar strange. William J.J. Gordon Synectics: The Development of Creative Capacity 1961
- 4. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. 4 Small Messes Products and Services Messes Societal Messes Organizational Messes As complexity rises, so does the need for SenseMaking
- 5. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Humantific SenseMaking 5-Dimensional Model
- 6. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. SenseMaking can be applied in different contexts VS Social SenseMaking Business SenseMaking
- 7. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.7 Humantific SenseWHEN Lens: Data can only take you so far Requires Framing & Imagination We ask… WHEN is the picture you want to create? YESTERDAY TodayTODAY TOMORROW Requires Data & Facts
- 8. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. SenseMaking as Fuel for ChangeMaking
- 9. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.9 Information Fields Accelerate ChangeMaking No Information Fields & No CoCreation Tools Information Fields & CoCreation Tools • Not Aligned • Time Consuming • Narrow Understanding • Aligned • Accelerated • Broad Understanding
- 10. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.10
- 11. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.11
- 12. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 13. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 14. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 15. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.15
- 16. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.16
- 17. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 18. InsightLab | StrategyLab | UnderstandingLab Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 19. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.19
- 20. InsightLab | StrategyLab | UnderstandingLab Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 21. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 22. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Visual Modeling Examples VISUAL ORGANIZATION VISUAL MODELING VISUAL STORYTELLING VISUAL INVESTIGATION
- 23. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Visual Modeling Examples VISUAL ORGANIZATION VISUAL MODELING VISUAL STORYTELLING VISUAL INVESTIGATION
- 24. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Visual Modeling Examples VISUAL ORGANIZATION VISUAL MODELING VISUAL STORYTELLING VISUAL INVESTIGATION
- 25. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Visual Modeling Examples VISUAL ORGANIZATION VISUAL MODELING VISUAL STORYTELLING VISUAL INVESTIGATION
- 26. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 27. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 28. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 29. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 30. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 31. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Visual Modeling Examples VISUAL ORGANIZATION VISUAL MODELING VISUAL STORYTELLING VISUAL INVESTIGATION
- 32. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved. Visual Modeling Examples VISUAL ORGANIZATION VISUAL MODELING VISUAL STORYTELLING VISUAL INVESTIGATION
- 33. InsightLab | StrategyLab | UnderstandingLab Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 34. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.34 TOP 5 BENEFITS 1. Shared Understanding of a Situation (Everyone on the same page) 2. Maximizes diverse brainpower 3. Information serves as fuel for Innovation 4. Innovation is accelerated 5. Alignment & Buy-in (why change is needed)
- 35. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.35 Before Change Happens: New Seeing Happens New Understanding Happens New Thinking Happens Copyright © 2002-2012 Humantific Inc. All Rights Reserved.
- 36. SenseMaking for ChangeMaking Copyright © 2002-2012 Humantific Inc. All Rights Reserved.36 www.humantific.com SenseMaking for ChangeMaking Elizabeth Pastor epastor@humantific.com © ©
Editor's Notes
- Before meaningful change can be created, one must understand as many aspects of the present state as possible. SenseMaking in an organizational context is the strategic activity of making sense of ambiguous complex situations. ChangeMaking in an organizational context is the strategic activity of moving from an existing state to a co-created future state.
- There is information in the room. Key to everything we do is Visual SenseMaking. We make the information fields that are going to help the participants think about the problem and do forward thinking.
- • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
- • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
- • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.
- • With Geodon, when we changed from monthly to consistent weekly calls, we got a boost of 33% in NRx. Again this might have been on person calling or the whole LAT calling on the same day and then not again for four weeks. • With COX-2, we increased 10% with a shift from biweekly to weekly consistent calls. • While this initiative was undertaken in Cluster A, we have no reason to believe that these results should not generalize to our entire portfolio. TRANSITION • I want to talk about the overall process of collaborative selling and how it’s different than what we do today.