Embed Size (px)
Citation preview
Picture This!
uvm.edu/~mjk/EDU
Diagramming Business Issues:
“In less than a century, in a single place, human welfare and prosperity, which had barely changed in the preceding 10,000 years, entered an era of sustained and explosive growth that continues to this day. The moment did not occur in 2nd century Alexandria, or 12th century China, or Renaissance Italy, but in 18th century Britain; and, as William Rosen chronicles in his extraordinary new history, the reason was the power of an idea: that inventors should have ownership of their inventions.” William Rosen, ‘The Most Powerful idea in the World’
The Power of an Idea
4
“You can’t depend upon your eyes when your imagination is out of focus.” Mark Twain
ReferencesHecht, 2nd Ed.
Sec. 5.7Williamson & Cummins
Its an art and a science.
Can anyone who pounds a nail build a house?
Time to get active…
½ class = test subjects (leave room)
½ class = observers (stay)
Goals:
2013
Actions:
Access
Investment
Efficiency
Excellence
2023
GlobalNationalRegional
Local
Compliance
Legal
Strategic
Operational
Human
Financial
Opportunities and Threats
Scholarship
Diversity
Academic Programs
Student Experience
Institutional Efficacy
Elements of Risk
X
XX
X
Goals:
Scholarship
Diversity
Academic Programs
Student Experience
Institutional Efficacy20134 yr1 yr
Actions:
Access
Investment
Efficiency
Excellence
5 yr
ComplianceLegal
Strategic
OperationalHuman
Financial
GlobalNationalRegional
Local
?
10 yr
??
?
Opportunities and Threats
Elements of Risk
Observations?
1st diagram?
2nd diagram?
Value of a diagram Do’s & don’ts Take notice examples
Here’s what we’ll cover
Books get put on shelves..
Diagrams go up on walls..
Why?Speed of reference, ease of accessibility, ability to see the forest, understand cause/effect, simulate what/if, extrapolate scalability, envision change etc.
Value of a diagram?
TELLS a story MODELS your understanding FRAMES the issue
…and to a greater degree with each glance!
Tells a story: Diffuses tension Exacts clarity Promotes collaboration
Collaboration???
Tells a story:– Diffuses tension– Exacts clarity– Promotes collaborationRE: SLOW BURN. The Rise and Bitter Fall. of American Intelligence in Vietnam. By
Orrin DeForest and David Chanoff.
Perspective [on Internal
Communication]
Elements [Comprising Each Perspective]
Flows Downward Upward Lateral Diagonal
FunctionsConflict Mgmt/
Negotiating
Decision-Making/ Problem-Solving
Managing Employee
Job Behavior
Interpreting/Explaining
Leading/ Motivating/ Influencing
Innovation Climate & Culture
Competencies Relation-ships
Business Focus
Consulting/ Coaching
Cross-Functional Awareness
Listening Making it Happen Planning
Culture Behaviors & Artifacts Espoused Values Underlying Beliefs & Assumptions
Models your understanding:
Shows the pieces
Envisions the whole
Makes the connections
Frames the issue:Galvanizes attentionPierces the veilSpurs action
The tools responsible for:Galvanizing attentionPiercing the veilSpurring action
21
“When I first met you, I thought you from another planet. Now I don’t know what we’ll do with you.”
INFJ
22
Relying on words to sell the power of the visual
Relying on words to sell the power of the visual?
?
NASA Challenger:Management 1:100,000Engineers 1:100“we had no quantitative evidence” (engineers’ testimony)
“Feynman’s dramatic exposure of NASA incompetence and his O-ring demonstrations made him a hero to the general public. The event was the beginning of his rise to the status of superstar. Before his service on the Challenger commission, he was widely admired by knowledgeable people as a scientist and a colorful character. Afterward, he was admired by a much wider public, as a crusader for honesty and plain speaking in government. Anyone fighting secrecy and corruption in any part of the government could look to Feynman as a leader.” [Freeman Dyson]
[1986]
The evidence they did have
Comfort zoneLaunch
?
How they portrayed it
Samples used in DFES work
Elements of DFES Internal Communication Most Relevant to Achieving L5
Perspective [on Internal
Communication]
Elements [Comprising Each Perspective]
Flows Downward Upward Lateral Diagonal
FunctionsConflict Mgmt/
Negotiating
Decision-Making/ Problem-Solving
Managing Employee
Job Behavior
Interpreting/Explaining
Leading/ Motivating/ Influencing
Innovation Climate & Culture
Competencies Relation-ships
Business Focus
Consulting/ Coaching
Cross-Functional Awareness
Listening Making it Happen Planning
Culture Behaviors & Artifacts Espoused Values Underlying Beliefs & Assumptions
Practice Maturity Scale (Coffman, 2004)
Model of Dynamics of Organizational Culture[Edgar Schein, 1992]
Proposed Template - CULTURE of Internal Organizational Communications
Artifacts
Espoused Values
Underlying Beliefs & Assumptions
Observable and visible products, activities, and
processes (language, stories, published statements,
ceremonies and rituals, reward structures, communications
channels). Tell what a group is doing, but not why.
Deepest ingrained assumptions that have become rarely questioned, taken-for-granted beliefs. Hardest to identify and understood only by cultural insiders, who may not be able to readily articulate them.
Articulated beliefs about what is “good,” “right,” and what “works.” Underlie and to a large extent determine behavior, but they are not directly observable, as behaviors are. There may be a difference between stated and operating values.
Framework for Talent Segmentation - Sibson-Segal [2009]
In Envisioning Information, Tufte quotes E. B. White, the author of The Elements of Style, considered by many to be the definitive guide to clear writing. White says,
“No one can write decently who is distrustful of the reader’s intelligence, or whose attitude is patronizing.”
Tufte believes the same is true for creators of information design, particularly statistical graphics.
Graphics should not be oversimplified or over-decorated. The data must have credibility, and a good illustrator must have respect for his audience.
Tufte goes so far as to call bad design censorship.
Its Your Audience and Your responsibility
My Current Assignment – How to Visually Navigate Post Retirement Benefits
Page 1 of 2
uvm.edu/~mjk/EDU
Your Name
Can you picture it?
