Picture This!

1. Diagramming Business Issues: Picture This! uvm.edu/~mjk/EDU

2. The Power of an Idea “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’

3. Can you picture it?

4. “You can’t depend upon your eyes when your imagination is out of focus.” Mark Twain ReferencesHecht, 2nd Ed.Sec. 5.7Williamson & Cummins

5. This is a special workshop Let’s Google “How to Diagram”

6. Its an art and a science.

7. Can anyone who pounds a nail build a house?

8. Time to get active… ½ class = test subjects (leave room) ½ class = observers (stay)

9. Elements of Risk Opportunities and Threats Legal Financial Operational Strategic Compliance Human Goals: 2013 Actions: Diversity Access X Academic Programs Excellence X Scholarship Investment X Student Experience Efficiency X 2023 Institutional Efficacy Local Regional National Global

10. Elements of Risk 2013 4 yr 1 yr Opportunities and Threats Operational Human Legal Financial Compliance Goals: Actions: Strategic Access Diversity ? Academic Programs Excellence ? Scholarship Investment ? Student Experience Efficiency ? Institutional Efficacy 5 yr 10 yr Local Regional National Global

11. Observations? 1st diagram? 2nd diagram?

12. Here’s what we’ll cover Value of a diagram Do’s & don’ts Take notice examples

13. 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. Books get put on shelves..

14. …and to a greater degree with each glance! Value of a diagram? • TELLS a story • MODELS your understanding • FRAMES the issue

15. Collaboration??? • Tells a story: Diffuses tension Exacts clarity Promotes collaboration

16. At a glance…

17. RE: SLOW BURN. The Rise and Bitter Fall. of American Intelligence in Vietnam. By Orrin DeForest and David Chanoff. Tells a story: • Diffuses tension • Exacts clarity • Promotes collaboration

18. Models your understanding: Shows the pieces Envisions the whole Makes the connections

19. Frames the issue: Galvanizes attention Pierces the veil Spurs action

20. The tools responsible for: Galvanizing attention Piercing the veil Spurring 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

23. 'TECHNIQUE'

24. ? ? Relying on words to sell the power of the visual? Relying on words to sell the power of the visual

25. ‘If all you got’… is words

27. [1986] NASA Challenger: Management 1:100,000 Engineers 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]

28. The evidence they did have ? Comfort zone Launch

29. How they portrayed it

30. Samples used in DFES work

31. Elements of DFES Internal Communication Most Relevant to Achieving L5

32. Practice Maturity Scale (Coffman, 2004)

33. Proposed Template - CULTURE of Internal Organizational Communications • Artifacts 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. 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. • Espoused Values • Underlying Beliefs & Assumptions 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. Model of Dynamics of Organizational Culture[Edgar Schein, 1992]

34. Framework for Talent Segmentation - Sibson-Segal [2009]

35. Its Your Audience and Your responsibility • 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.” • Tuftebelieves 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. • Tuftegoes so far as to call bad design censorship.

36. My Current Assignment – How to Visually Navigate Post Retirement Benefits Page 1 of 2

37. Can you picture it? Your Name uvm.edu/~mjk/EDU