Example Reflection – Learning Launch 

 Challenge 

 I work as the Production Planner in an inhouse creative agency for a group of companies . The agency   was previously the Marketing Department for all the companies , but as each company grew , the CEO   decided that it made more sense for them to have their own Marketing Department and for our   department to be their creative agency . The challenge we faced was that as the companies grew , so did   their need for design work , but we were not given additional Graphic Designers or time to produce   designs . So , we needed to find ways to maximize productivity among the designers to keep up with the   demand of our clients . 

 Selection 

 The Learning Launch tool was chosen because the Chief Creative Officer and I wanted to prove the   hypothesis that the Designers would produce high quality designs in less time if all they had to do was   design .   We assumed that 1 ) This could be accomplished by altering a few of our internal and external   protocols 2 ) These alterations should require little or no effort from the designers , and 3 ) That we   should make them sparsely so that it would not feel like an abrupt overhaul . 

 Application 

 We conducted ( 3 ) experiments within a 6 - month period . 

 First , we implemented a file naming convention for artwork so that the Designers could save and locate   files faster . The system involved using abbreviations for companies , brands , and campaigns and then   placing them in a specific order . We held a short meeting explaining the system to them and then gave   them each a printout to keep at their desks for reference . However , we amended the system twice   before realizing that the only way to get them to use it is by giving them the file names . 

 Secondly , we invited the Marketing personnel from each company to our offices and trained them to   plan and write clear and concise Design Requests and Creative Briefs . We did this by creating Power   Point presentations based on our operating procedures . Most clients were onboard , but some showed   little or no interest either because of their personality or a feeling of entitlement because we were now   working for them . 

 Thirdly , we brain - stormed ways to maintain the Designers ’ morale . Our approach was to protect them   from negative feedback on designs from clients . The clients were instructed to only speak to Our Chief   Creative Officer , their Account Specialist , or myself if they were displeased with a design . Furthermore ,   we never let the clients know which of the designer was working on their designs . 

 Insight 

 The file naming convention seemed simple to the Chief Creative Officer and me because we are more   left brained . However , we soon learned that people with creative minds struggle to perform even the 

 smallest of administrative tasks . This insight prompted us to take away all other administrative duties   from their daily routine . 

 Although not all the clients wanted to be trained , we decided not can the idea completely because the   Designers asked less questions about Design Requests that came from those who did accept the   training . So , the Account Specialists have maintained closer communication with the more difficult   clients ; often editing the requests themselves . 

 Filtering feedback from clients was a success . We learned that the designers were less discouraged   when someone from within the agency requested edits to their designs . Our Art Director now spends   more time with them while they do design work . 

 Approach 

 We will continue to use the Learning Launch tool because we have had great success with it . Although   the number of design requests increased , the Designers are still producing quality artwork on schedule . 

 This tool allows us to conduct experiments that are free of cost , and do not affect the designers whether   they pan out or not . Additionally , we can do these experiments on the spot . For example , while there   were active cases of Covid-19 in our country , design work increased even further because most of our   companies were classified as an essential service . We gave the designers the option to work from home   so that they could concentrate on designing and not contracting the virus . Productivity increased even   more during this time because they were comfortable and willingly worked around the clock . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Example Reflection – Learning Launch 

 Challenge 

 I work as the Production Planner in an inhouse creative agency for a group of companies . The agency   was previously the Marketing Department for all the companies , but as each company grew , the CEO   decided that it made more sense for them to have their own Marketing Department and for our   department to be their creative agency . The challenge we faced was that as the companies grew , so did   their need for design work , but we were not given additional Graphic Designers or time to produce   designs . So , we needed to find ways to maximize productivity among the designers to keep up with the   demand of our clients . 

 Selection 

 The Learning Launch tool was chosen because the Chief Creative Officer and I wanted to prove the   hypothesis that the Designers would produce high quality designs in less time if all they had to do was   design .   We assumed that 1 ) This could be accomplished by altering a few of our internal and external   protocols 2 ) These alterations should require little or no effort from the designers , and 3 ) That we   should make them sparsely so that it would not feel like an abrupt overhaul . 

 Application 

 We conducted ( 3 ) experiments within a 6 - month period . 

 First , we implemented a file naming convention for artwork so that the Designers could save and locate   files faster . The system involved using abbreviations for companies , brands , and campaigns and then   placing them in a specific order . We held a short meeting explaining the system to them and then gave   them each a printout to keep at their desks for reference . However , we amended the system twice   before realizing that the only way to get them to use it is by giving them the file names . 

 Secondly , we invited the Marketing personnel from each company to our offices and trained them to   plan and write clear and concise Design Requests and Creative Briefs . We did this by creating Power   Point presentations based on our operating procedures . Most clients were onboard , but some showed   little or no interest either because of their personality or a feeling of entitlement because we were now   working for them . 

 Thirdly , we brain - stormed ways to maintain the Designers ’ morale . Our approach was to protect them   from negative feedback on designs from clients . The clients were instructed to only speak to Our Chief   Creative Officer , their Account Specialist , or myself if they were displeased with a design . Furthermore ,   we never let the clients know which of the designer was working on their designs . 

 Insight 

 The file naming convention seemed simple to the Chief Creative Officer and me because we are more   left brained . However , we soon learned that people with creative minds struggle to perform even the 

 smallest of administrative tasks . This insight prompted us to take away all other administrative duties   from their daily routine . 

 Although not all the clients wanted to be trained , we decided not can the idea completely because the   Designers asked less questions about Design Requests that came from those who did accept the   training . So , the Account Specialists have maintained closer communication with the more difficult   clients ; often editing the requests themselves . 

 Filtering feedback from clients was a success . We learned that the designers were less discouraged   when someone from within the agency requested edits to their designs . Our Art Director now spends   more time with them while they do design work . 

 Approach 

 We will continue to use the Learning Launch tool because we have had great success with it . Although   the number of design requests increased , the Designers are still producing quality artwork on schedule . 

 This tool allows us to conduct experiments that are free of cost , and do not affect the designers whether   they pan out or not . Additionally , we can do these experiments on the spot . For example , while there   were active cases of Covid-19 in our country , design work increased even further because most of our   companies were classified as an essential service . We gave the designers the option to work from home   so that they could concentrate on designing and not contracting the virus . Productivity increased even   more during this time because they were comfortable and willingly worked around the clock .
### Output: 