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.

This is Part 1 of an overview of my presentation at the NASAGA 2008 conference in Indianapolis.

Looking beyond the same old, same old

Visuals can help us reach beyond the ideas that we get stuck in, and inspire us to new insights. Especially if we can engage with others and remain open and curious about how they see the world. When we start a conversation with visuals, different kinds of insight emerge. Seeing how a range of people select images in response to the same question, the patterns between them and the unique ideas can merge to form a new collective story.

A formula for finding new ways of thinking/ seeing/ doing

Creativity and innovation involve an iterative process of divergence and convergence. Successful outcomes require managing the movement of ideas from one phase to the next. Many processes move from brainstorming or some other divergent technique right into converging, which often results in identifying a solution that is watered-down . If you are looking for a different outcome, or strategic insight, moving through process in a different manner will yield better results.

What follows is the base structure VisualsSpeak uses to guide a process. This post focuses on an overview of our approach. The next one will show an example of how we used it in my breakout session at the NASAGA conference.

Question

Developing the right question to achieve the desired outcome is the first challenge.  The formula above starts with two circles that represent the audience and the outcome. The framing question acts as a bridge between the two. Open ended questions work better. As I talk with facilitators who are developing questions for their VisualsSpeak sessions, this is the part that is most challenging

As facilitators we are charged with the responsibility of helping groups achieve their desired outcomes. It is easy to think that we can increase the likelihood of success if we guide the group in the direction we believe is correct for them. When we are invited into a strategy session, the challenge we are working with is usually difficult, messy, and often without clear answers. Instead of guding the group to THE answer, It serves everyone better by providing a container that is as flexible as possible and that offers the possibility of new ways of thinking.

For example, if we are charged with guiding an executive team to develop new performance measures, we could ask the question:

What are five best performance indicators for our organization?

From this question, you would probably generate conversation around

• Why five?
• What does best mean?
• What is a performance indicator?
• Who says we need indicators?

If instead we ask:

What does success look like for our team?

With the second question, you would most likely generate conversations around the values people hold about performance. This helps us to uncover what is important to them. There will be similarities and differences to explore, which will lead to a very rich conversation.

Both questions are valid. It’s just that most organizations have the first kind of conversation all the time. In meeting after meeting. By starting with the question ‘What does success look like for our team?’, we drill down into their individual and collective values to uncover the essence of what is important to them. This approach also helps with buy-in of the performance measures, because everyone has participated from the point of view of this is how I think, feel, etc.

Diverge

I use images in the diverge stage because they help generate huge amounts of information very quickly. The types of insights and conversations that emerge using photos tend to be much deeper and more productive than if you just use words alone. When we are engaged in strategic interventions, we are looking for new insights beyond the same old conversations we have every day. Visuals help break these entrenched patterns.

I also use images to make sure everyone has the opportunity to literally put their stories on the table. Verbal processes favor those who are more vocal, those who are native speakers of the dominant language, and those who are quick thinkers. Including more people by giving them multiple ways of communicating and letting them structure their own stories increases the possibility for new insights and breakthroughs. You will also get the added benefit of increased participation.

After selecting and assembling their photographs, each person is offered the chance to tell the story of their image. The content of the story, as well as how the person constructed it, offer insight. Listening between the lines and looking for visual cues help people to surface additional information and insights.

Reflection

This is the stage that a lot of processes either skip or spend way too little time on. We need space for the threads from individual perspectives to realign in new ways, for patterns to emerge, and for outlying perspectives to affect the group. This stage is necessary in order to generate the best outcomes.

Working with an intact or forming work group is different than working with a group that assembles at a conference to learn about a process. Coming together knowing you will not have to continue to work together does not foster the same level of emotional investment as working with people on an ongoing basis.

There are several ways of approaching this stage. Which one you choose depends on the outcome you want to achieve. If your purpose is to gather information about group functioning and operation, allowing them to struggle to figure out how to work together offers the possibility of showing the group something about how they operate. If you just need to reach a particular outcome, facilitating the conversations more actively can help people stay focused.

Converge

In order to get past the least common denominator and look for different ways of thinking, the group can be challenged to create a new collective story that includes input from everyone. Using visuals allows them to show outcomes that have different parts, which can show multiple viewpoints, and yet still be part of the whole.

Assess

Here is another part that is left out of many processes. Once the new story emerges, do you go back and explore to see if the original question was answered? If not, what shifted in the process? If yes, is it an outcome that is useful?

Two paths come out of this stage. If the new outcome seems right, how do you begin to move it into action? If the story raises more questions, then the process starts over again until as many questions as necessary are answered.

If you are looking for significant outcomes, you usually need to go through this process multiple times. Creativity and innovation emerge from iterative rounds of divergence and convergence.

Strategic Insights – Part 2

In Part 2, we’ll look at how the people who attended my breakout session at the NASAGA 2008 conference and I used this process.