Reflection – Mind Mapping         Challenge      In leading one nation ’s largest health systems in a digital business transformation , I discovered   that incredibly enough , a data diagram of its current state systems and data flow did not exist .   My role as program director was to lead the conversion of legacy ERP ( Enterprise Resource   Planning ) back - office functions to a fully integrated state - of - the - art platform . The first   foundational step was to understand “ What Is , ” or how all existing systems and data fitted   together . As we learned in this course , “ attending to the present pays dividends by broadening   our definition of the problem and uncovering unarticulated needs . ”     Selection      Interviewing stakeholders one - on - one yielded a valuable list of systems , but only sketchy   information on how the systems interface and their purpose . We needed more precise   information on the data and its use , as well as some way to form around a common   understanding of the current reality . Mind mapping helps formulate a shared view of the   problem , opportunities , and business needs . Additionally , mind mapping levels the playing field   between stakeholders . This exercise enabled us to translate what stakeholders held in their   minds into a visual picture that became the authoritative source throughout the program .     Application      I facilitated a four - hour stakeholder mind mapping workshop in a large conference room —   thirty - three stakeholders attended from across the enterprise . Posted around the room were a   list of legacy systems , current system interface diagrams , application screenshots , and a list of   current system limitations and challenges collected from stakeholders .     Each stakeholder was equipped with a clipboard , a Sharpie , and sticky notes and was directed to   browse around the room and write - down comments , ideas , and missing information on their   sticky notes .     After 30 minutes , the stakeholders divided into three groups of five and three groups of six , with   each group assigned to a table . Within their groups , each group member arranged their sticky   notes into themed clusters on their clipboard . Each group identified common themes that were ,   in turn , written on whiteboards with plenty of space between them . Each group member   presented their sticky notes related to a theme and placed their sticky notes under the matching   theme on the whiteboards .     Each of the themes became an insight , which populated a mind map that we built together as a   group . The mind map identified systems , their usage , and the input and output of each system . 

 Leftover sticky notes that contained outliers that did n’t fit into themes or additional insights were   added to the mind map to stimulate further conversation or spark innovative ideas for current   state limitations .     This exercise yielded a collection of highly valuable insights that enabled the production of a   complete data map and high - level criteria for future state UX requirements and design   innovation . The mind map was the perfect springboard into “ What If ” innovation .     Insight      The mind mapping exercise developed a shared understanding and cross - functional empathy for   current state conditions . It led to insights that we otherwise would have never had and enabled   functional subject matter experts in other areas to begin to understand and sympathize with   limitations and needs in other areas . This exercise proved to my team and me that mind mapping   is tremendously insightful and creatively liberating , producing insights and crucial   understandings about “ What Is ” that provides a solid foundation for innovation .     Approach      The mind mapping workshop was so successful that I have been asked to facilitate workshops for   other programs and projects that are in the initiation or planning phase . Stakeholders that   participated continue to refer to the mind map and the insights and have become evangelists for   design thinking . The only change that I plan to make is to have an assistant serve as moderator   to help support the groups , ensuring the process is followed , and the teams are n’t stuck . It was   challenging to cover the questions and needs of all six tables and maintain forward momentum .   My ability to manage this will likely improve as I gain experience . Our Executive Sponsor has   reviewed workshop insights and is eager to see the results of our “ What If ” exercises . She is now   a Design Thinking convert . 


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: Reflection – Mind Mapping         Challenge      In leading one nation ’s largest health systems in a digital business transformation , I discovered   that incredibly enough , a data diagram of its current state systems and data flow did not exist .   My role as program director was to lead the conversion of legacy ERP ( Enterprise Resource   Planning ) back - office functions to a fully integrated state - of - the - art platform . The first   foundational step was to understand “ What Is , ” or how all existing systems and data fitted   together . As we learned in this course , “ attending to the present pays dividends by broadening   our definition of the problem and uncovering unarticulated needs . ”     Selection      Interviewing stakeholders one - on - one yielded a valuable list of systems , but only sketchy   information on how the systems interface and their purpose . We needed more precise   information on the data and its use , as well as some way to form around a common   understanding of the current reality . Mind mapping helps formulate a shared view of the   problem , opportunities , and business needs . Additionally , mind mapping levels the playing field   between stakeholders . This exercise enabled us to translate what stakeholders held in their   minds into a visual picture that became the authoritative source throughout the program .     Application      I facilitated a four - hour stakeholder mind mapping workshop in a large conference room —   thirty - three stakeholders attended from across the enterprise . Posted around the room were a   list of legacy systems , current system interface diagrams , application screenshots , and a list of   current system limitations and challenges collected from stakeholders .     Each stakeholder was equipped with a clipboard , a Sharpie , and sticky notes and was directed to   browse around the room and write - down comments , ideas , and missing information on their   sticky notes .     After 30 minutes , the stakeholders divided into three groups of five and three groups of six , with   each group assigned to a table . Within their groups , each group member arranged their sticky   notes into themed clusters on their clipboard . Each group identified common themes that were ,   in turn , written on whiteboards with plenty of space between them . Each group member   presented their sticky notes related to a theme and placed their sticky notes under the matching   theme on the whiteboards .     Each of the themes became an insight , which populated a mind map that we built together as a   group . The mind map identified systems , their usage , and the input and output of each system . 

 Leftover sticky notes that contained outliers that did n’t fit into themes or additional insights were   added to the mind map to stimulate further conversation or spark innovative ideas for current   state limitations .     This exercise yielded a collection of highly valuable insights that enabled the production of a   complete data map and high - level criteria for future state UX requirements and design   innovation . The mind map was the perfect springboard into “ What If ” innovation .     Insight      The mind mapping exercise developed a shared understanding and cross - functional empathy for   current state conditions . It led to insights that we otherwise would have never had and enabled   functional subject matter experts in other areas to begin to understand and sympathize with   limitations and needs in other areas . This exercise proved to my team and me that mind mapping   is tremendously insightful and creatively liberating , producing insights and crucial   understandings about “ What Is ” that provides a solid foundation for innovation .     Approach      The mind mapping workshop was so successful that I have been asked to facilitate workshops for   other programs and projects that are in the initiation or planning phase . Stakeholders that   participated continue to refer to the mind map and the insights and have become evangelists for   design thinking . The only change that I plan to make is to have an assistant serve as moderator   to help support the groups , ensuring the process is followed , and the teams are n’t stuck . It was   challenging to cover the questions and needs of all six tables and maintain forward momentum .   My ability to manage this will likely improve as I gain experience . Our Executive Sponsor has   reviewed workshop insights and is eager to see the results of our “ What If ” exercises . She is now   a Design Thinking convert .
### Output: 