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. 1
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