Strategic Insights - Part 2
In A Visual Approach to Surfacing Strategic Insights Part 1, we looked at the underlying formula that we use at VisualsSpeak to surface strategic insights and how it was applied at my breakout session at the 2008 NASAGA conference. This post focuses on what the group did in the session.
The structure we used for the session is expressed in this formula, which is described in detail in the last post.
Question
The VisualsSpeak process starts with looking at the audience and what outcome you wish to achieve. A bridging question is identified that will link the audience with their desired outcome . Each individual selects photographs in response to the question.
At NASAGA, we had a group of people working in different professional contexts. When we talked about the types of strategic challenges they faced, from mergers to new employee orientation to kids at risk, we identified that the core of many of these situations is about building trust.
We decided to use the question ‘What is trust?’
There were two table groups. Each person selected and assembled their images in response to the question. There were no rules about how they did it, just a time limit of five minutes to complete this part of the exercise. Allowing people to do it any way they wish, while setting a short time limit, puts pressure on them. They don’t really have time to think much about it, so they have to use other ways of knowing. We find this reveals information about how the individual operates when under stress. After all, isn’t that what we really need to know? Teams and groups seem to get in trouble when under limitations of some kind, whether it is time or resource shortages.
Diverge
We started by looking at the visual language each person used in assembling their images. We paid attention to things like:
- Are the photographs aligned to the edge of the background paper?
- Does the background show?
- Do the photos overlap?
We aren’t looking to make meaning out of each of the individual elements, but rather the overall pattern.
I realize the right/left brain concept does not hold up in research, but in this case it is a useful metaphor. People who are more detail oriented and might be described as left-brained tend to make images with the visual characteristics on the left side of the chart. The right side tends to be people who are more global thinkers. The people in the middle are great at bridging between the sides. There is more to the interpretation, and this isn’t about competency, but rather how someone will tend to work under stress.
The information is useful when the whole group is challenged to create an image later. If it is an intact work group, this way of looking at the individuals can help the group see if people are working in alignment with their strengths.
In turn, each person told the story of their image. There was a lot of rich conversation. Some saw trust as being solely about people, others saw it through nature. Cultural differences were revealed and talked about. People were curious about the differences, and listened intently to each other.
Reflection
After each group heard the individual stories, they were asked to create an image together to show what they learned about trust. There were no rules about how they did it, they just had to be ready to show the other group what they had done in 15 minutes. Each group approached the task differently, which provided more information which can be used for insights. The process selected is just as important as the result.
Converge
Each group presented the result of their process. Here are videos of their presentations.
Assess
The goal of this exercise was to explore the technique, but you can see from the videos that the participants did get insights from each other. In this case, the whole session was 90 minutes, and we didn’t spend time creating next steps. For an intact team, the next conversation would be around what did we learn that will affect how we solve our collective challenge.
One of the issues the group raised was mergers. In that context, the conversation might move into what do we need to do to assure that we are building trust in a way that creates as seamless a merger as possible? For a new employee orientation, the next conversation might be around what we learned that needs to be included in the program.
Next steps
VisualsSpeak is one part of the strategic process. Used in this way it can surface insights to inform interventions, programs, trainings, or other types of engagments. It can replace focus groups and other types of assessments. It can build alignment for change initiatives.
