Reflection – Mind Mapping with Visualization Embedded   Margarita Martinez     Challenge     I am a coaching psychologist who was tasked to identify the right people to form a military task   force at headquarters , design the team structure , help them design the best physical space for   them to operate in from a people perspective , do everything possible to nip systemic issues in   the bud to minimize burnout . As well , in our conversations , we discussed how we could   continuously improve on our design for future teams , allowing them to be flexible enough to   address their unique situations , level of intensity and immediacy .     What I had to address was the following : The team would be small . Having them located in the   same building as the rest of the staff at Headquarters was very distracting . The key decision- makers on the team had to be ‘ present ’ , well - rested and well - supported . In past task force   teams , we realized the 15 % of the team did 85 % of the critical work ; the rest of the team being   support systems and fact and information finders to support that core group . If any of the team   burned out , it would leave a gap in the information flow and seriously affect the work and short   time lines to move people on the field . We had to look at where they were physically located ,   whether we have one team or multiple , smaller teams , keep in mind how resilient the team   members were ( test for that ) and how the information and decisions were disseminated .   Where the troops were located had a direct bearing on how quickly the decision had to be   made and implicated people ’s lives . We had a very short time frame to get this team up and   running and make sure it was the best team design possible . Even though we had limited time ,   did n’t mean we could n’t constantly tweak how we did things and test approaches as the team   did their jobs .     Selection     The tool I decided to use was Mind Mapping ( Video Week 3 ) . I thought this would not only be   the best tool to capture all moving parts so to speak , but to create a common understanding of   the current reality , and address what was true in the moment as well as the multiple moving   parts that would change situationally . The Mind Mapping approach allowed for constant   tweaking and exploration . The basis of this tool that I used , also invited us to continuously live   in the questions . Embedded within this selection was a Visualization diagram ( Video Week 1 ) ; a   tool I created ( attached ) to form a picture in their minds , one of movement and fluidity . We   wanted this to be an ongoing process . I call this the Dance of Change ™ illustration . 

 Application     We identified a long hallway outside the team ’s offices to create the map and covered it with   white board sheets . At intervals down the long hallway were white board markers where   people could stop , reflect on what was in front of them and add their insights and input . We   wanted the area to be a free flow area that was n’t booked up with meetings and would be   available for addition and reflection . There was no right or wrong addition . Everyone ’s input   ( from the team , and their advisors ) was invited .      What was critically important for us was to get everything possible out on that white board   wall , so we could see how complex this was and to have the ability to address certain situations   quickly and responsively . A great part of this was realizing we had to constantly ask the same   questions to tweak and strengthen the entire ‘ system ’ . We started off with a map I created to   get the conversation and mapping started . We decided to meet a minimum of two to three   times a week for two weeks to discuss how the mapping process revealed priorities that had to   be addressed as well as ongoing team design that would benefit future task forces . By the end   of that period , the wall was covered with many moving parts to flush out the critical criteria of   what would make a strong , healthy and resilient team as well as their support systems . At that   point we convened to decide what priorities we would address to get moving and chose three   to test .     Insight     What occurred for me was that a linear approach would never work in this critical , fast - paced   environment . Using the Visualization illustration ensured that the What ’s True piece ( similar to   the What is ) revealed what everyone knew to be true at that time . It was the status quo . 

 Looking at What ’s Needed identified gaps and what we were n’t aware of or paying attention to .   The What ’s Available determined what resources i.e. time , people , resources etc . were   available so we could act sooner than later which , in turn , changed the What ’s True piece and   so on . Living in those questions and bouncing back and forth between them , allowed us all to   do more of the “ ’ What If ’ we approached things in ‘ this way ’ or ‘ first ? ” conversation ” . Keeping   us in the questions allowed for expansive conversation and be able to test various approaches   to find the best solution for this design criteria . It also eliminated the , “ We ca n’t do this ”   response and kept the conversation generative .     Approach     An alternate approach would be to condense the process into one day ; booking a large space to   map out all moving parts , cluster the ones that were similar and look at what emerged in the   process . Once we would do this , identify the themes , look at what we could test in a team   design within a certain period . This would address immediacy and the short timeline we had   available to us . As it was n’t a priority , we would address ongoing , future task forces separately .     With this option we would use Mind Mapping exclusively to shorten the process , the   consultation and reduce options so we could test earlier .     Insight 2     Using Design Thinking is a brilliant way to give everyone a voice . It also elevated levels of   engagement and accountability . In my opinion , one of the best parts of this approach is shifting   a solution - based conversation to one of curiosity and learning . Testing ideas helped other   emerge and so on . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Margarita Martinez
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 with Visualization Embedded   Margarita Martinez     Challenge     I am a coaching psychologist who was tasked to identify the right people to form a military task   force at headquarters , design the team structure , help them design the best physical space for   them to operate in from a people perspective , do everything possible to nip systemic issues in   the bud to minimize burnout . As well , in our conversations , we discussed how we could   continuously improve on our design for future teams , allowing them to be flexible enough to   address their unique situations , level of intensity and immediacy .     What I had to address was the following : The team would be small . Having them located in the   same building as the rest of the staff at Headquarters was very distracting . The key decision- makers on the team had to be ‘ present ’ , well - rested and well - supported . In past task force   teams , we realized the 15 % of the team did 85 % of the critical work ; the rest of the team being   support systems and fact and information finders to support that core group . If any of the team   burned out , it would leave a gap in the information flow and seriously affect the work and short   time lines to move people on the field . We had to look at where they were physically located ,   whether we have one team or multiple , smaller teams , keep in mind how resilient the team   members were ( test for that ) and how the information and decisions were disseminated .   Where the troops were located had a direct bearing on how quickly the decision had to be   made and implicated people ’s lives . We had a very short time frame to get this team up and   running and make sure it was the best team design possible . Even though we had limited time ,   did n’t mean we could n’t constantly tweak how we did things and test approaches as the team   did their jobs .     Selection     The tool I decided to use was Mind Mapping ( Video Week 3 ) . I thought this would not only be   the best tool to capture all moving parts so to speak , but to create a common understanding of   the current reality , and address what was true in the moment as well as the multiple moving   parts that would change situationally . The Mind Mapping approach allowed for constant   tweaking and exploration . The basis of this tool that I used , also invited us to continuously live   in the questions . Embedded within this selection was a Visualization diagram ( Video Week 1 ) ; a   tool I created ( attached ) to form a picture in their minds , one of movement and fluidity . We   wanted this to be an ongoing process . I call this the Dance of Change ™ illustration . 

 Application     We identified a long hallway outside the team ’s offices to create the map and covered it with   white board sheets . At intervals down the long hallway were white board markers where   people could stop , reflect on what was in front of them and add their insights and input . We   wanted the area to be a free flow area that was n’t booked up with meetings and would be   available for addition and reflection . There was no right or wrong addition . Everyone ’s input   ( from the team , and their advisors ) was invited .      What was critically important for us was to get everything possible out on that white board   wall , so we could see how complex this was and to have the ability to address certain situations   quickly and responsively . A great part of this was realizing we had to constantly ask the same   questions to tweak and strengthen the entire ‘ system ’ . We started off with a map I created to   get the conversation and mapping started . We decided to meet a minimum of two to three   times a week for two weeks to discuss how the mapping process revealed priorities that had to   be addressed as well as ongoing team design that would benefit future task forces . By the end   of that period , the wall was covered with many moving parts to flush out the critical criteria of   what would make a strong , healthy and resilient team as well as their support systems . At that   point we convened to decide what priorities we would address to get moving and chose three   to test .     Insight     What occurred for me was that a linear approach would never work in this critical , fast - paced   environment . Using the Visualization illustration ensured that the What ’s True piece ( similar to   the What is ) revealed what everyone knew to be true at that time . It was the status quo . 

 Looking at What ’s Needed identified gaps and what we were n’t aware of or paying attention to .   The What ’s Available determined what resources i.e. time , people , resources etc . were   available so we could act sooner than later which , in turn , changed the What ’s True piece and   so on . Living in those questions and bouncing back and forth between them , allowed us all to   do more of the “ ’ What If ’ we approached things in ‘ this way ’ or ‘ first ? ” conversation ” . Keeping   us in the questions allowed for expansive conversation and be able to test various approaches   to find the best solution for this design criteria . It also eliminated the , “ We ca n’t do this ”   response and kept the conversation generative .     Approach     An alternate approach would be to condense the process into one day ; booking a large space to   map out all moving parts , cluster the ones that were similar and look at what emerged in the   process . Once we would do this , identify the themes , look at what we could test in a team   design within a certain period . This would address immediacy and the short timeline we had   available to us . As it was n’t a priority , we would address ongoing , future task forces separately .     With this option we would use Mind Mapping exclusively to shorten the process , the   consultation and reduce options so we could test earlier .     Insight 2     Using Design Thinking is a brilliant way to give everyone a voice . It also elevated levels of   engagement and accountability . In my opinion , one of the best parts of this approach is shifting   a solution - based conversation to one of curiosity and learning . Testing ideas helped other   emerge and so on .
### Output: 