Visual SenseMaking

1. 1
Visual
SenseMaking
BUSINESS CONCEPT MODELS
COLLECTION 1
Humantific

2. “A new breed of consultant
using the tools of design to solve
business problems creatively.”
TIME Magazine
2008

3. 1
Humantific
is a new breed of
SenseMaking-based
Transformation
Consultancy.
SenseMaking has become the strategic fuel for
meaningful ChangeMaking in organizations today.
Humantific applies hybrid methods from the
emerging/converging fields of design thinking,
inclusive innovation and transformation science.
Working with our human-centered toolbox, we help
organizational leaders co-create pathways through
fuzzy strategic complexity, communicate complex
ideas, and build organizations that not only maximize
collective brainpower but are also adaptable to
continuous change. We believe SenseMaking and
ChangeMaking have become equally important
partners in the quest to create a more human-
centered world.

4. NEW
VALUE
Change
Making
ChangeMaking in an organizational context
is the strategic activity of moving from an
existing state to a co-created future
state. At Humantific, we do this using hybrid
methods from the emerging/converging fields
of design thinking, innovation acceleration
and transformation science.

5. Sense
Making
SenseMaking in an organizational context is
the strategic activity of making sense of
ambiguous complex situations. At Humantific,
we do this using visual methods and tools,
including words, images, drawings, diagrams,
charts. This involves not only visual thinking,
but creating visual ordering systems.
NEW
INSIGHTS

6. 4
Humantific’s
SenseMaking Model
has 5 dimensions
focused on
understanding:
The fuzzy problem/opportunity space
The humans in the problem space
The information in the problem space
The problem/opportunity owners
The project team
1
3
5
2
4

7. 5
Understanding
The Project Team
Understanding
The Problem Owners
The Project
Team
The Problem
Owners
Understanding
Humans in the
Problem Space
Humans in the
Problem Space
1
4 5
MAP OF
CHALLENGES
MAP OF
PROJECT TEAM
MAP OF
PROBLEM OWNERS
2
MAP OF
RESEARCH RESULTS
Understanding
Information in the
Problem Space
3
MAP OF
INFORMATION
Information
PROBLEM
SPACE
Understanding
The Problem / Opportunity Space

8. 6
Humantific Labs
StrategyLab
We help teams co-create new strategic
pathways through fuzzy complexity.
UnderstandingLab
We make complex ideas and concepts
understandable to people.
InsightLab
We help organizations create new opportunities
based on deep understanding of humans.
Humantific Workshops
We help organizations build complexity
navigation capabilities.
Complexity Navigation Program
• Strategic Co-Creation
• Visual SenseMaking
• Design Research

9. 7
Visual
SenseMaking
BUSINESS CONCEPT MODELS
COLLECTION 1

10. 8

11. 9 KNOWLEDGE CREATING ORGANIZATION MODELS
The Knowledge Creating Organization
A CONCEPTUAL MODEL

12. 10
TODAY
TWO UNCONNECTED WORLDS
Before Sermo©
FINANCE
HEALTHCAREGOVERNMENT/
ACADEMIA
• Hedge Fund Managers
• Financial Research
• Investors
• Pharma
• Device Companies
• Insurance
• Universities
• Government
• Patient Safety
Organizations
PHYSICIAN COMMUNITY
OUTSIDE COMMUNITIES
“Outsider”
Access
ACCESS
TO PHYSICIAN
OBSERVATIONS
Medical
Journals
Physician
Consultants
Clinical
Trials
Medical
Conferences
Medical
Websites
News
Media
Dr. Smith’s
Immediate
Colleague
Network
Isolated
Physican
Network
Dr. Smith
Patient
Visit to
Dr. Smith
Response
to Problem
Problem

13. 11
FINANCE
HEALTHCAREGOVERNMENT/
ACADEMIA
• Hedge Fund Managers
• Financial Research
• Investors
• Pharma
• Device Companies
• Insurance
• Universities
• Government
• Patient Safety
Organizations
10101010101010101
01010101010101010
10101010101010101
01010101010101101
01010101010101010
10101010101010101
01010101010010101
01010101010101010
10101010101010101
01010101101010101
DATA
TOMORROW
ONE CONNECTED WORLD
Powered by Sermo©
SERMO SERMO
ANALYTICS
• Surveillance
• Consensus
• Survey
ANALYTICS
• Surveillance
• Consensus
• Survey
ANALYTICS
• Surveillance
• Consensus
• Survey
PHYSICIAN COMMUNITY
OUTSIDE COMMUNITIES
“Insider”
Access
SERMO©
An Online Physician
Knowledge Ecosystem
Medical
Journals
Physician
Consultants
Clinical
Trials
Medical
Conferences
Medical
Websites
News
Media
ACCESS
TO PHYSICIAN
OBSERVATIONS
Dr. Smith
SERMO
Patient
Visit to
Dr. Smith
Problem Response
to Problem
+2 -3.5 +1.2 -5 +3 +2 -3.5 +1.2
SERMO

14. 12RESEARCH RESULTS VISUALIZED

15. 13

16. 14
5
Great!
[ ABC ]
Conflicting Branding: No
clarity on what it is called when
I arrive and during the event.
We have a great
event for you
called ABC.
Huh?
SELL
WITH
PRIDE
• No ABC
words
• Different
title
Physical Orientation CONFUSION
[ ABC ]
Confusing orientation:
All materials have already
been printed.
We want you
to bring your
ideas to ABC.
Great! Huh?
6 Process/Orientation CONFUSION
1
4
6
5
Cla
1
Great!We want you to
detail consistent
messages.
Conflicting Direction
4
Great!We have a great
product workshop
for you.
Purpose/Language C
Confl
Direc
CONFU
Physical
Orientation
CONFUSION
Purp
Lang
CONF
Process/
Orientation
CONFUSION

17. 15
1
4
2
3
arity
[ ABC ]
3
Great!
Presentations
Complexity Overload:
Presentations organized
differently.
We have some
great product
presentations
for you.
Huh?
Multiple Variables/Complexity CONFUSION
High Selling contradicts
message consistency.
Huh?
We want
you to do
High Selling.
ns CONFUSION
Presentation
Confusing language:
When I get to my workshop,
it is a presentation.
Huh?
CONFUSION
2
Great!
Materials
Confusion of
materials: No
organizing
structure.
Confusion of
boxes (more
than 1 sent).
You will receive
a small box with
great materials.
Huh?
?
?
?
?
?
Documents CONFUSION
Our Target
licting
ctions
USION
Documents
CONFUSION
Multiple Variables/
Complexity
CONFUSION
pose/
guage
FUSION
RESEARCH RESULTS VISUALIZED

18. 16
Makers
of Messages
Materials
Users
of Messages
Materials
Prescribers
Marketing
Messages
Materials
Marketing
Materials
What to say
in what order
RESEARCH ORIENTATION MODELS

19. 17
May
RDs DMsVPsMarketing DMsRDs PHRsDMs
AB
ABC2 Events
Product Cascade
4
VPs
(8
Divisions
c
t
1 Marketing
Product
Team
National
MX1 Event
VP/RD
Venue: Regional Offices
VPsMarketingRDsVPsMarketing
Nation
ABC E
VP/RD
Venue: Florid
ABC1 Event Mid-ABC
vents
e
2,880
PHRs
(10 PHRs per DM)
Each PHR
communicates
messages to
4
s
32
RDs
(8 RDs per VP)
288
DMs
(9 DMs per RD)
ions Regions Districts Territories
Each RD
communicates
messages to
their Districts Each DM
communicates
messages to
their territories
to communicate messages to
Launch
Product
Strategy
Prep PrepUpdate Product Strategy Produce SendReview Board
Receive Product Strategy ReceSync-up
ABC Event Planning
Selling
• Awards
• Updates
• Motivation
ril June July September October
ABC Event 1 ABMid-ABC Event
W3 W4
3 Sales5Sales4
W1 W2 W3 W4
Sales1 Sales2 Sales3 Sales5Sales4
W1 W2 W3 W4
Sales1 Sales2 Sales3 Sales5Sales4
W1 W2 W3 W4
Sales1 Sales2 Sales3 Sales5Sales4
W1 W2 W3 W4
Sales1 Sales2 Sales3 Sales5Sales4
W1 W2 W3 W4
Sales1 Sales2 Sales3 Sales5Sales4
W1 W2 W3 W4
Sales1 Sales2 Sales3 Sales5Sales4
Each
RD, DM PHR
attends 3-4
product strategy
sessions
August
National
ABC Event
VP/RD
Venue: Florida Hotel
Regional
ABC Event
RD/DM
Venue: Regional Hotel
District
ABC Event
DM/PHR
Venue: District Hotel
Mid-ABC Event
National
Mid-ABC
VP/RD
Venue: Florida Hotel
Regional
Mid-ABC
VP/RD
Venue: Regional Hotel
District
Mid-ABC
VP/RD
Venue: District Hotel
RDs DMs DMsRDs PHRsDMsVPsMarketing

20. 18
Specific
Delivery
Task View
Adaptable
Strategic
View
Step-by-step
View
Behaviors
View
Parts of
Adaptive
Innovation
Architecture
are missing
Huh?
Organization
Today
M I S S I N G
M I S S I N G
Envision Execute
NEXTDESIGN LEADERSHIP MODELS

21. 19
Specific
Delivery
Task View
Adaptable
Strategic
View
Step-by-step
View
Behaviors
View
Connecting
the dots from
goals to skills
to behaviors
Aha!
Organization
Tomorrow
Envision Execute
Pattern
Optimizing
Pattern
Creating

22. 20
Mu
Pr
Design
Project Team
OUTBOUND
SKILLS
Hidden Magical Process
(“Wave the wand”)
Activity Proportion
Form-Giving
Aesthetics
De
+ Mu
+ Sca
Design 1.0
Customers
SENSE
Making
STRANGE
Making
DESIGN
1.0Traditional
Design
NEXTDESIGN LEADERSHIP MODELS

23. 21
De
+ Mu
+ Sc
•C
In
To
Imp
T
Be
Colla
INB
S
Multidisciplinary
Project Team
Externalized Process
•Product Design Orientation
•Product Scale
•Product Design Process
OUTBOUND
SKILLS
+
Observation
of Customer
Behavior
Design 2.0
+ Multidisciplinary Teams
+ Scale/Focus (products/services)
Customers
SENSE
Making
STRANGE
Making
DESIGN
2.0
Product Design
Innovation

24. 22
Design 3.0
+ Multidisciplinary Teams
+ Scale/Focus (adaptable/universal)
Multidisciplinary
Project Team
+ Customers
•Adaptable Orientation
•Adaptable Scale
•Adaptable Process
•Connected
Inbound
Outbound
Tools
Externalized Process
+
Observation
of Customer
Behavior
Participatory
Co-Creation
OUTBOUND
SKILLS
+
Improving
Team
Behavior
Collaboration
INBOUND
SKILLS
ss
ntation
cess
Customers
SENSE
Making
STRANGE
Making
DESIGN
3.0
Transformation
Design
NEXTDESIGN LEADERSHIP MODELS

25. 23
designers
others
NextD ReRethinking Design
educationpractice
UNFRAMED
CHALLENGES
PRACTICE SPACE
UNFRAMED
CHALLENGES
EDUCATION SPACE
Copyright © 2008 NextDesign Leadership Institute. All Rights Reserved.
FRAMED
CHALLENGES
EDUCATION SPACE
FRAMED
CHALLENGE
PRACTICE SPACE
NextDPractice
Strategic Space
TraditionalDesignPracticeTraditionalDesignEducationNextDEducation
NextD
Universal Innovation Dynamics
MetaRoot®
Toolkit Skillset
INSTRUCTOR
You are here to learn
master the HOW,
that can be applied
to any problem or
opportunity:
A Universal HOW.
Industrial
Design
WHAT
HOW
Comm.
Design
WHAT
HOW
Interactive
Design
WHAT
HOW
Environm.
Design
WHAT
HOW
Organiz.
Design
WHAT
HOW
Research
Design
WHAT
HOW
Design
Planning
WHAT
HOW
Other
Design
WHAT
HOW
Other
WHAT
HOW
Technology
WHAT
HOW
Business
WHAT
HOW
UNIVERSAL HOW
learn
universal
process
learn
specialty
process
apply
universal
process
apply
specialty
process
Business Technologist OtherOrganizational
Systems
Designer
Industrial
Designer
Interactive/
Experience
Designer
Environments
Designer
Communication
Designer
Design
Researcher
Design
Planning
Other
Designers
poster vehicle bike building office brand package
computer
chair tool process event machine material typeface
book
website message
logo
interface magazine
CD-ROM division phone sign guidead
workshop
1
workshop
2
workshop
3
workshop
4
Skills Progression Ladder
SKILLS TOOLS
CLIENTS
We are not sure what
our problems and/or
opportunities are.
INSTRUCTOR
You are here to
learn how to solve
defined problems.
We need a/an...
CLIENTS
Patt
ernOpt
imiz
ing
Patt
ernCrea
ting
Innovation
Model
Innovation
Team Profile
Innovation
Process
lead
learn to lead
learn to respond
respond
www.nextd.org
workshop
1
workshop
2
workshop
3
workshop
4
Skills Progression Ladder
SKILLS TOOLS
Patt
ernOpt
imiz
ing
Patt
ernCrea
ting
Innovation
Model
Innovation
Team Profile
Innovation
Process
MetaRoot
®
Toolkit Skillset

26. 24
WELL-BEING
TIME
CONCEPT MODEL

27. 25
Midwest
West
South
Northeast
Massachusetts
New Jersey
Washington, DC
Alabama
Arkansas
Louisiana
West Virginia
Connecticut
Mississippi
Maryland
New York CD14
California CD20
Alabama CD4
Missouri CD8
Texas CD29
Kentucky CD5
Virginia CD8
California CD14
California CD48
California CD30
DATA COMPARISON CHART

28. 26
EVERYONE HAS
A DIFFERENT
STARTING POINT
EXPANDED
opportunities
and choices
HUMAN
DEVELOPMENT
CONSTRAINED
opportunities
and choices
WELL-BEING
TIME
Those with few
capabilities face
the steepest
climb.
CONCEPT
Human development is
the process of
enlarging people’s freedoms
and opportunities and
improving their well-being.
0 20 40 60 70 80
END
Quality
education
Job
loss
Strong
motivation
Poor
health
START
Strong
family
One’s outcome
is the result of
forces acting both
within and outside
of one’s control.
Supportive
institutions
JOURNEY
Human development can
be understood as a journey.
Even before one’s life begins,
parents play a role in setting
the trajectory of one’s human
development. Numerous
factors and experiences alter
the course of one’s journey
through life, helping or
hindering one’s ability to live
a life of choice and value.
What Is Human Development?
Human development is about the real freedom ordinary people have to decide who to be, what to do, and how to
live. These diagrams illustrate the central ideas of human development and visually depict how we measure it
using the American Human Development Index.
14 THE MEASURE OF AMERICA

29. 27
15American Human Development Report 2008–2009
IDENTITY:
I am an
Asian Male
living in
New York City’s
Fourteenth
Congressional District.
AGENCY:
I am empowered
to further goals
that matter to me.
SOCIETY INDIVIDUAL
communityeconomy
culture politics
religion laws
CAPABILITIES
environment
A Decent
Standard
of Living
Access to
Knowledge
A Long and
Healthy Life
THREE DIMENSIONS
American
Human Development
INDEX
INDICES
Health
INDEX
Education
INDEX
Income
INDEX
GEOGRAPHY GENDER RACE / ETHNICITY
LENSES
CAPABILITIES
Capabilities—what people
can do and what they can
become—are central to the
human development concept.
Many different capabilities are
Our capabilities are expanded
both by our own efforts and by
the institutions and conditions
of our society.
DIMENSIONS
Of all the capabilities, this
report focuses in-depth on just
three, all of which are relatively
easy to measure. They are
considered core human
development dimensions.
LENSES
The results of the American
Human Development Index
reveal variations among
regions, states, and congres-
sional districts; between
women and men; and among
racial and ethnic groups.
INDEX
Human Development Index
measures the same three basic
dimensions as the standard
HD Index, but it uses different
indicators
U.S. context and to maximize
use of available data. The Index
will serve as a baseline for
monitoring future progress.
CONCEPT MODELS VISUAL STORYTELLING

30. 28
Visual SenseMaking
is the activity of making
sense of ambiguous
complex situations
through visual methods
and tools.
Humantific Focus:
Visual SenseMaking in Organizations Society
With the goal of helping to drive change in organizations and in
society, we make visual sense of complex situations, wicked problems,
opportunities, strategies, initiatives, products, services, technologies,
ideas, business plans, processes, structures, messages, as well as
human well-being measurements including health, education, income,
opportunity distribution, equality, etc. We believe that understanding
plays a significant role in organizational and social ChangeMaking.
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31. Copyright © 2010 Humantific, Inc. All Rights Reserved.
Before Change Happens,
New Seeing Happens,
New Understanding Happens,
New Thinking Happens.
ask@humantific.com

32. www.humantific.com
SenseMaking for ChangeMaking
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