Contextual Frameworks

From GPWiki

NEW - 2010 - HELLO - THE ARENA FOR CHANGE - ALL THINGS CAN BE SOLVED BY 24 CONVERSATIONS - CHANGING THE WAY THE 21ST CENTURY ORGANIZATION THINKS & WORKS - An EDITORIAL on our work - How we avoid SOLVING THE WRONG PROBLEM REALLY WELL - How to build A VISION MODEL - MAKING NEW MEANING - What we do IN 10 WORDS OR LESS - Read THE 'PIXAR' OF CONSULTING... - Then delve into our work on THE 21ST CENTURY ORGANIZATION + New Downloads' or go straight to THE BIG AND MAIN POINTS OF WHAT WE DO or understand WICKED PROBLEMS. Get the THE FACTS ON GROUP PARTNERS and see VISUAL DISPLAYS See 'OUR MISSION' or 'OUR TEAM', understand our tools - 'STRUCTURED VISUAL THINKING™', the 'THE DECISION MANIFESTO' - WINNING BIG BIDS - our approach '4D™' - see which 'CLIENTS' we work for and what they say - 'CLIENT REFERENCES'

And then take a tour around - WHAT DRIVES US - OUR TOOLS - OUR CONTEXT and our ABOUT OUR COMPANY If you want to go to either John Caswell's 'Just Think' Blog or - 'Kevin's Blog'. Go To - 'The Group Partners Quotation Archive' - and if you get lost try KEYWORDS or THE HOME PAGE

Monday 08 of February, 2010

[edit] Contextual Frameworks

Context means we can understand what is around us. What happens when we force the context to be considered are explained in detail at Discovery Framework and Development Framework but fundamentally we define a contextual framework as a device that insists on developing the widest possible view of the situation. See Also Pattern Recognition

[edit] Live Sessions

A 'hand-drawn'Discovery Framework developed with a team in a co-created environment. It is the first phase of 4D

A 'hand-drawn'Development Framework developed with a team in a co-created environment. It is the second phase of 4D

[edit] Context At Large

The images below are often important tools in their own right and designed to be used in large format. ~30feet long x ~8feet tall. They are always a core part of our work and sit alongside the thorough data analytics that the frameworks force out in the intervention part of the process.

Other images below are taken from live interactive systems where they represent interfaces to complex content or knowledge via further screens and 'click throughs'.

Working the wall, a typical intervention session and the Discovery Framework emerging

[edit] Visual Thinking

As you scroll down the page you will see just some of the images we have produced during 'live' sessions or off-line. These images are designed to communicate the outcome of our assignments or act as interfaces to important information. We have deliberately tried to not over-elaborate the image with too much narration.

Because much of our work is confidential we have used images that contain less detail or are digitally desensitised.

[edit] Digital Interface

These interfaces are used in digital systems to hide the complexity or direct the viewer directly to specific information. These systems are proven to increase understanding by placing insight or data in context. The systems are used in many applications. Learning and induction to pure information and communication devices.

Getting the whole story straight. This is a high level interface to a digital system that explains a complex method or story to different stakeholders

[edit] Digital Journeys

Digital Journeys are usually created after the initial session where we co-created the insights in small or expert teams. We use large white walls and extract these insights. These insights become the language of the 'journeys' and then inform the viewer through the use of roll-over and interactive technology. These Journeys are typically part of larger systems or installations in corporate environments. See Roadmaps

A customer journey with the topic of identity management at the heart of a discussion. In many cases these insights are informing changes to business processes and systems'

An intervention caused this discussion to emerge and we populated the impacts and dependencies against the systems infrastructure of a large government agency

A customer journey on the healthcare agenda and placed at the heart of a discussion. In many cases these insights are informing changes to business processes and systems'

Image:Airlinelarge.jpg

A full transformation program illustrated in one sequence. A set of individual scenarios were built to tell the story in deep detail - how air travel and transport could be redefined

[edit] 'Live Drawn' Journeys

A 'hand drawn' journey built via team discussion. In this cases the insights were used to develop change and transformation policies within the government sector.'

A 'hand drawn' journey built via team discussion to illustrate the 7 individual programs of an IT Strategy being woven into one via integrated thinking.'

[edit] Frameworks

The Discovery Framework, The generic image we use to illustrate the first phase of 4D'

The Development Framework, The generic image we use to illustrate the second phase of 4D'

The Decision Framework, The generic image we use to illustrate the third phase of 4D'

The Deployment Framework, The generic image we use to illustrate the fourth phase of 4D'

[edit] Scenarios

[edit] Vignettes

Vignettes are individual images or stories that explain the entire story or scene. We often use the term to refer to a specific aspect of the meaning we are trying to build.

[edit] Context

**How It Works**
Group Partners 4D™ and Structured Visual Thinking™ Group Partners bring Structured Visual Thinking™ and 4D™ to bear on its Clients opportunities. We help innovate, collaborate and accelerate new ideas, fresh thinking and new value. We make a virtue out of Complexity See References Within the summary explanations below you will find links to more detail on every aspect of the approach. We apply the 4D™ approach as our preferred way of solving complex problems. We do this because over the last 15 years we have observed that unless the senior team are aligned and siloed decisions are removed the results of any change or transformation program are at risk. Solving The Right Problem We ensure that at the very first stage we establish the real question we are trying to solve. We call this step T-Zero. Our initial role may vary from taking all of the existing background material, reviewing research insights and information, interviewing or surveying a variety of stakeholder groups. Throughout this we remain completely impartial and avoid forming any opinions around the likely outcome. (T stands for Think) See T-Zero Experience - Creating the Environment for Thinking If intervention sessions are possible then we actively encourage them. We have proven that this is the most effective method of causing alignment, collaboration and engagement and we can guarantee that the outcome will be a shared appreciation of the real issues. See Experience Creating Deep Understanding and Energy We encourage co-creation, collaboration and innovation. We have the utmost respect for the audiences within these intervention. Creativity and energy coupled with fun and deeper understanding are what we bring to bear and are at the root of these sessions. Because this is a very different experience it engages quickly and delivers an immediate result. See References We aim to remove the tyranny and waste of unused flip chart capture, traditional brainstorming techniques that have no long term effect and workshops that suffer from dreaded Power Point presentations. See Experience Discovery The very first step in 4D™ is the Discovery Intervention. It covers 11 major modules, is conducted within one day and is designed to create a full context in order that the team can properly understand where the opportunities, risks and barriers may lie. Because this is typically a cross-enterprise activity it enables the team to appreciate other areas language, concerns and priorities. We have conducted nearly 800 sessions and we have proved its value in countless ways. See 4D™, Discovery Development The second stage is to Develop the ideas and insights gained from the Discovery step. This framework consists of 8 modules and these are described in full detail at the link below. We may choose to undertake this process several times as there may well be several reasonable alternative strategies. We then move to the Decision Framework in order to qualify which is the right one. See Development Decision Once we have the strategic choices fleshed out, we need a way of choosing between each one or we need to know what are the detailed plans and actions athat are needed in order to implement the outcomes. In many situations there are existing initiatives in place and we are very careful to remove unneccesary activity. We undertake in this third phase to decide what we will Start doing, what we will Stay doing and what we must Stop doing in order to create a sustainable and well engaged implementation. See Decision Deployment Armed with a clear action plan and a shared understanding of the whole roadmap we are now able to review, monitor and check back against a clearly articulated plan. Our role is now often to deliver regular health checks or assist inside the roll-out to ensure the enterprise fully and properly engages and that any learnings are immediately fed back within the frameworks. See Deployment See Outcomes, See Information and Communication, See SVT Live™ Outcomes The deliverables vary enormously and depend on what the aim of each assignment is. We have an extensive range of end results that vary from the intangible - Sustained Change - to the highly practical - Interactive Systems for Internal Transformation. For a full appreciation visit Solutions

Creating a space to think. A perfect environment for collaborative conversation and decision. A space designed to create value in real time. 30 feet x 8 feet.