How to Facilitate Building Perceptual Maps
July 28, 2011 1 Comment
To help a team compare and prioritize its options using visual display support in a directional, perhaps less precise, manner.
To stimulate discussion and solicit supporting views about both why options should be placed in specified areas and which options may demand more or less urgent attention and care.
After you have helped the team build their options (eg, actions to take), consider arraying them along the Payoff Matrix dimensions that include: 1) Ease of implementation, and 2) Impact of the solution.
- If you have dozens of options, consider using a large wall display.
- You may want to use Post-It® notes because discussion will lead to moving around (relocating) some of the options.
- Be careful to know how to illustrate and define “High” and “Low” and to the extent possible, draw from your personal metaphor or analogy (Agenda discussion point in the FAST curriculum).
- Use active listening and challenge frequently to discover evidence that can be used to support beliefs and claims.
- The illustration below is called a “Two-by-Two” although it can be simply modified by adding a moderate dimension, making it what others call a “Nine-Block Diagram” (or “9 Block Diagram”) shown at the bottom.
- In Six Sigma, comparisons are made of the CTQs (Critical to Quality) with the improvement or weighting factors.
You can also facilitate building a perceptual map by creating the following:
- Identify two dimensions that most affect the decision or situation.
- Typically array from low to high but be prepared to define what is meant by “Low” or “High” (see PowerBalls).
- If you need to use a third dimension, such as quantity, then consider varying the size of the symbol by cutting the Post-It notes so that width, height, or shape equates to the third dimension.
- You might consider using different colored Post-It notes that relate to a third dimension such as large, medium, and small.
- The alternative shown next is the Nine-Block Diagram that provides an additional, third sector of information contrasted to the Two-by-Two up above.
Let us know what you think by commenting below. For additional methodology and team-based meeting support for your change initiative, refer to “Change or Die, a Business Process Improvement Manual” for much of the support you might need.
Become Part of the Solution—Improve Your Facilitation Skills
The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership-training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).
Do not forget to order Change or Die if you’re working on a business process improvement project. It provides detailed workshop agendas and detailed tools to make your role easier and your team’s performance a lot more effective—daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.
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