u vmedu 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 10000 years entered an era of sustained and explosive growth that continues to this day The moment did not occur in 2nd ID: 277223
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Slide1
Picture This!
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Diagramming Business Issues: Slide2
“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 IdeaSlide3
Can you picture it?Slide4
“You can’t depend upon your eyes when your imagination is out of focus.
” Mark Twain4
References
Hecht, 2nd Ed.Sec. 5.7Williamson & CumminsSlide5
Let’s Google “How to Diagram”
This
is
a special workshopSlide6
Its an art and a science.Slide7
Can anyone who pounds a nail build a house?Slide8
Time to get active…
½ class = test subjects (leave room)
½ class = observers (stay)Slide9
Goals
:
2013
Actions:
Access
Investment
Efficiency
Excellence
2023
Global
National
Regional
Local
Compliance
Legal
Strategic
Operational
Human
Financial
Opportunities
and
Threats
Scholarship
Diversity
Academic Programs
Student Experience
Institutional Efficacy
Elements of Risk
X
X
X
XSlide10
Goals:
Scholarship
Diversity
Academic Programs
Student Experience
Institutional Efficacy
2013
4
yr
1
yr
Actions:
Access
Investment
Efficiency
Excellence
5
yr
Compliance
Legal
Strategic
Operational
Human
Financial
Global
National
Regional
Local
?
10
yr
?
?
?
Opportunities
and
Threats
Elements of RiskSlide11
Observations?
1st diagram?
2nd diagram?Slide12
Value
of a diagramDo’s & don’tsTake notice examples
Here’s what we’ll coverSlide13
Books get put on shelves..
Diagrams go up on walls..
Why?
S
peed of reference, ease of accessibility, ability to see the forest, understand cause/effect, simulate what/if, extrapolate scalability, envision change etc.Slide14
Value of a diagram? TELLS a story
MODELS your understanding FRAMES the issue
…and to a greater degree with each glance!Slide15
Tells a story: Diffuses tension Exacts clarity Promotes collaboration
Collaboration???Slide16
At a glance…Slide17
Tells a story:Diffuses tensionExacts clarity
Promotes collaborationRE: SLOW BURN. The Rise and Bitter Fall. of American Intelligence in Vietnam. By Orrin
DeForest and David Chanoff.Slide18
Perspective
[on Internal Communication]
Elements
[Comprising Each Perspective]
Flows
Downward
Upward
Lateral
Diagonal
Functions
Conflict
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 connectionsSlide19
Frames
the issue:
Galvanizes attention
Pierces the veil
Spurs actionSlide20
The tools responsible for:
Galvanizing attention
Piercing the veil
Spurring actionSlide21
21
“When I first met you, I thought you from another planet. Now I don’t know what we’ll do with you.”
INFJSlide22
22Slide23
'TECHNIQUE'Slide24
Relying on words
to sell the power of the visual
Relying on words
to sell the power of the visual?
?
?Slide25
‘If all you got’… is wordsSlide26Slide27
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]Slide28
The evidence they did have
Comfort zone
Launch
?Slide29
How they portrayed itSlide30
Samples used in DFES workSlide31
Elements of DFES Internal Communication Most Relevant to Achieving L5
Perspective
[on Internal Communication]
Elements [Comprising Each Perspective]
Flows
Downward
Upward
Lateral
Diagonal
Functions
Conflict
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 & AssumptionsSlide32
Practice Maturity Scale (Coffman, 2004)Slide33
Model of Dynamics of Organizational Culture
[Edgar Schein, 1992]Proposed Template - CULTURE of Internal Organizational Communications
Artifacts
Espoused Values
Underlying Beliefs
& Assumptions
O
bservable
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
.Slide34
Framework for Talent Segmentation - Sibson-Segal
[2009]Slide35
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
responsibilitySlide36
My Current Assignment – How to Visually Navigate Post Retirement Benefits
Page 1 of 2Slide37
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