Visual SenseMaking

Visual SenseMaking BUSIN E S S C O N C E P T M O D E L S COLLECTION 1

Humantific 1

“A new breed of consultant using the tools of design to solve business problems creatively.�

TIME Magazine 2008

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 humancentered world.

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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.

Sense Making

NEW INSIGHTS

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.

Humantific’s SenseMaking Model has 5 dimensions focused on understanding: 1 2 3 4 5

The fuzzy problem/opportunity space The humans in the problem space The information in the problem space The problem/opportunity owners The project team

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1

MAP OF CHALLENGES

Understanding The Problem / Opportunity Space

3

2 PROBLEM S PA C E

MAP OF INFORMATION

MAP OF RESEARCH RESULTS

Understanding Humans in the Problem Space

Understanding Information in the Problem Space

Information

Humans in the Problem Space

4

MAP OF PROJECT TEAM

5

The Project Team

The Problem Owners

Understanding The Project Team

MAP OF PROBLEM OWNERS

Understanding The Problem Owners

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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 • •

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Visual SenseMaking BUSIN E S S C O N C E P T M O D E L S COLLECTION 1

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The Knowledge Creating Organization A CONCEPTUAL MODEL

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KNOWLEDGE CREATING ORGANIZATION MODELS

TODAY TWO UNCONNECTED WORLDS Before Sermo

©

PHYSICIAN COMMUNITY

Problem

Patient Visit to Dr. Smith

Response to Problem

Dr. Smith’s Immediate Colleague Network

Dr. Smith

Isolated Physican Network

ACCESS TO PHYSICIAN OBSERVATIONS

Medical Medical Medical Physician Websites Conferences Journals Consultants

Clinical Trials

News Media

“Outsider” Access

HEALTHCARE

GOVERNMENT/ ACADEMIA • Universities • Government • Patient Safety Organizations

• Pharma • Device Companies • Insurance

FINANCE • Hedge Fund Managers • Financial Research • Investors

OUTSIDE COMMUNITIES

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TOMORROW ONE CONNECTED WORLD Powered by Sermo

©

PHYSICIAN COMMUNITY

Response to Problem

Problem

Patient Visit to Dr. Smith

SERMO Dr. Smith

10101010101010101 01010101010101010 10101010101010101 01010101010101101 01010101010101010 10101010101010101 01010101010010101 01010101010101010 10101010101010101 01010101101010101

DATA

SERMO

©

An Online Physician Knowledge Ecosystem

ACCESS TO PHYSICIAN OBSERVATIONS

Medical Medical Medical Websites Conferences Journals ANALYTICS • Surveillance • Consensus • Survey

SE

RM

O

Physician Consultants

“Insider” Access

SERMO

Clinical Trials

News Media ANALYTICS

SE

RM

O

• Surveillance • Consensus • Survey

ANALYTICS • Surveillance • Consensus • Survey

+2 -3.5 +1.2 -5 +3 +2 -3.5 +1.2

HEALTHCARE

GOVERNMENT/ ACADEMIA • Universities • Government • Patient Safety Organizations

• Pharma • Device Companies • Insurance

FINANCE • Hedge Fund Managers • Financial Research • Investors

OUTSIDE COMMUNITIES

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RESEARCH RESULTS VISUALIZED

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1 Conflicting Direction We want you to detail consistent messages.

Great!

6 Process/Orientation CONFUSION [ ABC ] We want you to bring your ideas to ABC.

Great!

Confl Direc

Huh?

CONFU

1 Process/ Orientation Confusing orientation: All materials have already been printed.

CONFUSION

6

Cla

5 Physical Orientation CONFUSION [ ABC ] We have a great event for you called ABC.

Great!

5

Huh?

SELL WITH PRIDE

• No ABC words • Different title

Physical Orientation CONFUSION

4

Purp Lang

Conflicting Branding: No clarity on what it is called when I arrive and during the event.

CONF

4 Purpose/Language C We have a great product workshop for you.

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Great!

ns CONFUSION We want you to do High Selling.

Huh?

High Selling contradicts message consistency.

licting ctions

You will receive a small box with great materials.

USION

1

arity

2 Documents CONFUSION Materials

Huh?

Great!

? ?

Documents

2

?

?

CONFUSION

?

Confusion of materials: No organizing structure.

Confusion of boxes (more than 1 sent).

Our Target

3 Multiple Variables/Complexity CONFUSION [ ABC ]

3 Multiple Variables/ Complexity

We have some great product presentations for you.

Great!

Huh?

Presentations

CONFUSION

4

pose/ guage

Complexity Overload: Presentations organized differently.

FUSION

CONFUSION Huh?

Presentation

Confusing language: When I get to my workshop, it is a presentation.

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RESEARCH RESULTS VISUALIZED

What to say & in what order

Marketing Messages & Materials

Makers of Messages & Materials

RESEARCH ORIENTATION MODELS

Marketing Materials

Users

of Messages & Materials

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Prescribers

ABC1 Event

ril

Prep

June

July

August

Review Board

Sales1 W1

Sales2 W2

Sales3 Sales4 W3

October

Produce & Send

Prep

ABC Event Planning

AB

Mid-ABC Event

Receive Product Strategy

Sales5 W4

September

Launch Update Product Strategy Product Strategy

ABC Event 1

3 Sales4 W3

AB

Mid-ABC

May

Selling

Sales5 W4

Sales1 W1

Sync-up

Sales2 W2

Sales3 Sales4 W3

Sales5 W4

Sales1 W1

Sales2 W2

Sales3 Sales4 W3

Sales5 W4

Sales1 W1

Sales2 W2

Rece

Sales3 Sales4 W3

Sales5 W4

Sales1 W1

Sales2 W2

Sales3 Sales4 W3

Sales5 W4

Sales1 W1

Sales2 W2

Sales3 Sales4 W3

Sales5 W4

• Awards • Updates • Motivation

vents

Mid-ABC Event

ABC2 Events

VP/RD

RD/DM

DM/PHR

VP/RD

VP/RD

VP/RD

VP/RD

VP/RD

Venue: Florida Hotel

Venue: Regional Hotel

Venue: District Hotel

Venue: Florida Hotel

Venue: Regional Hotel

Venue: District Hotel

Venue: Regional Offices

Venue: Florid

National ABC Event

Marketing VPs

Regional ABC Event

RDs DMs

RDs

District ABC Event

DMs

DMs

National Mid-ABC

PHRs

Marketing VPs

RDs DMs

Regional Mid-ABC

RDs

DMs

DMs

PHRs

National Nation MX1 Event ABC E

Marketing VPs

RDs

Marketing VPs

Product Cascade

e

ions

District Mid-ABC

Regions

Districts

Territories

Divisions

1 Marketing Product Team

4

4

s

VPs

to

communicate messages to

Each RD, DM & PHR attends 3-4 product strategy sessions

32 RDs

(8 RDs per VP) Each RD communicates messages to their Districts

288 DMs

(9 DMs per RD) Each DM communicates messages to their territories

(8

2,880 PHRs

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(10 PHRs per DM) Each PHR communicates messages to

c

t

Adaptable Strategic View

MISSING

Envision

Execute

Specific Delivery Task View

Step-by-step View Behaviors View

MISSING Huh?

Parts of Adaptive Innovation Architecture are missing

Organization Today NEXTDESIGN LEADERSHIP MODELS

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Pattern Optimizing

Envision

Pattern Creating

Execute

Adaptable Strategic View

Specific Delivery Task View

Step-by-step View Behaviors View Aha!

Connecting the dots from goals to skills to behaviors

Organization Tomorrow 19

DESIGN

1.0

Traditional Design

Hidden Magical Process (“Wave the wand”)

Customers Design Project Team

Mu Pr

OUTBOUND SKILLS Form-Giving Aesthetics

Activity Proportion SENSE Making

Design 1.0

NEXTDESIGN LEADERSHIP MODELS

STRANGE Making

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De

+ Mu + Sca

DESIGN

2.0

Product Design Innovation

Externalized Process •Product Design Orientation •Product Scale •Product Design Process

•C In & To

Customers Multidisciplinary Project Team

INB S

OUTBOUND SKILLS + Observation of Customer Behavior

Imp T Be

Colla

SENSE Making

Design 2.0

STRANGE Making

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+ Multidisciplinary Teams + Scale/Focus (products/services)

De

+ Mu + Sc

DESIGN

3.0

Transformation Design

ss ntation

cess

•Connected Inbound & Outbound Tools

Externalized Process •Adaptable Orientation •Adaptable Scale •Adaptable Process

Customers Multidisciplinary Project Team + Customers

INBOUND SKILLS + Improving Team Behavior & Collaboration

OUTBOUND SKILLS + Observation of Customer Behavior & Participatory Co-Creation

SENSE Making

Design 3.0

NEXTDESIGN LEADERSHIP MODELS

STRANGE Making

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+ Multidisciplinary Teams + Scale/Focus (adaptable/universal)

www.nextd.org

NextD ReRethinking Design SKILLS

TOOLS workshop

workshop

Patt Opt ern imiz ing

4

workshop

PRACTICE SPACE

Patt Crea ern ting

Innovation Team Profile

1

CLIENTS

Innovation Model

3

2

workshop

Innovation Process

Skills Progression Ladder

®

lead

MetaRoot Toolkit & Skillset

We need a/an...

FRAMED CHALLENGE

NextD Practice

UNFRAMED CHALLENGES

website

message

poster

vehicle

bike

building

office

brand

package

interface

magazine

chair

tool

process

event

machine

material

typeface

logo

CD-ROM

computer

book

division

phone

sign

ad

guide

apply universal process

PRACTICE SPACE CLIENTS

apply specialty process

respond

Traditional Design Practice

practice

Strategic Space We are not sure what our problems and/or opportunities are.

designers Industrial Designer

Interactive/ Experience Designer

Environments Organizational Systems Designer Designer

Comm.

Design

Industrial Design

Interactive Design

Environm.

Design

Organiz.

Design

Research Design

Design Planning

WHAT HOW

WHAT HOW

WHAT HOW

WHAT HOW

WHAT HOW

WHAT HOW

WHAT HOW

Design Researcher

Design Planning

Other Designers

Business

Technologist

Other Design

Business

Technology

Other

WHAT HOW

WHAT HOW

WHAT HOW

WHAT HOW

Other

You are here to learn how to solve defined problems.

FRAMED CHALLENGES EDUCATION SPACE INSTRUCTOR

learn to respond

learn specialty process

UNIVERSAL HOW You are here to learn & master the HOW, that can be applied to any problem or opportunity: A Universal HOW.

UNFRAMED CHALLENGES

SKILLS

TOOLS workshop

workshop

workshop

workshop

Patt Opt ern imiz ing

4

Patt Crea ern ting

Innovation Model

3

Innovation Team Profile

2

1

EDUCATION SPACE

Traditional Design Education

Communication Designer

NextD Education

education

& others

Innovation Process

Skills Progression Ladder

NextD

Universal Innovation Dynamics MetaRoot Toolkit & Skillset

INSTRUCTOR

®

learn to lead

learn universal process

Copyright © 2008 NextDesign Leadership Institute. All Rights Reserved.

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WELL-BEING

TIME

CONCEPT MODEL

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New York CD14

Virginia CD8 California CD14 California CD48 California CD30

Connecticut Northeast

Massachusetts New Jersey & Washington, DC Maryland

West Midwest

South Alabama Arkansas Louisiana West Virginia

Alabama CD4 Missouri CD8 Texas CD29 Kentucky CD5

Mississippi California CD20 25

DATA COMPARISON CHART

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.

CONCEPT

EXPANDED

EVERYONE HAS A DIFFERENT STARTING POINT

opportunities and choices

W E L L-B E IN G

Human development is the process of enlarging people’s freedoms and opportunities and improving their well-being.

CONSTRAINED

HUMAN DEVELOPMENT

opportunities and choices

Those with few capabilities face the steepest climb.

T I ME

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.

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Poor health

Job loss

One’s outcome is the result of forces acting both within and outside of one’s control.

START

END

Supportive institutions

Strong motivation

Quality education

Strong family

0

20

40

T H E M E A S U R E O F A M E R ICA

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60

70

80

S O C I E TY

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.

CAPA BI LI T IE S culture

politics

religion

laws

economy

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.

AGENCY : I am empowered to further goals that matter to me.

THREE DIMENSIONS

A Long and Healthy Life

LENSES The results of the American Human Development Index reveal variations among regions, states, and congressional districts; between women and men; and among racial and ethnic groups.

community

I D E N T IT Y : I am an Asian Male living in New York City’s Fourteenth Congressional District.

environment

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.

I N D I V I D UA L

Access to Knowledge

A Decent Standard of Living

LENSES GEOGRAPHY

GENDER

RACE / ETHNICITY

INDICES

Health INDEX

Education INDEX

Income INDEX

American Human Development INDEX American Human Development Report 2008–2009

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CONCEPT MODELS & VISUAL STORYTELLING

Visual SenseMaking is the activity of making sense of ambiguous complex situations through visual methods and tools.

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.

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Printed on 60% recycled paper using vegetable-based inks.

Humantific Focus:

Before Change Happens, New Seeing Happens, New Understanding Happens, New Thinking Happens.

ask@humantific.com

Copyright Š 2010 Humantific, Inc. All Rights Reserved.

SenseMaking for ChangeMaking N E W B O O K C O M I N G S O O N!

www.humantific.com