C1 - Internal use 

 Work disruption – Learning Launch 

 Challenge 

 In my organization a key issue has been the interruption of work due to several approaches being made   during the day to assist other co - workers or additional ‘ urgent ’ tasks being added to the existing   workload . 

 This has created a great deal of stress within the division and has led to the need for several key   deadlines having to be extended . 

 In order to tackle this issue , a committee was set - up including individuals from different functions in the   division to incorporate everyone ’s input and set up a flow 

 Selection 

 This committee considered several options to design a solution to test the effectiveness of solution   suggested to be implemented . After careful consideration , we decided to use the ‘ learning launch tool ’   in Design Thinking . The learning launch is used to list steps to test a workflow for an idea or a product   design before its implementation or ‘ go live ’ . 

 Application 

 In order to tackle the aforementioned challenge , we decided to implement a checklist adherence in line   with the managers and a daily status update to review the tasks at hand and to remove or add tasks as   needed based on the progress during the week . The second part of the solution was to have a ‘ No   meeting day ’ every Wednesday to reduce the time spent in meetings . 

 As a first step , we decided to introduce the strict use of checklists in one team to find the initial   learnings from such an implementation . 

 The key learnings gained from this implementation were that in most cases there was relatively low   adherence to the daily checklists and greater time allocated to unplanned activities . 

 To further enable our teams to manage themselves better , we arranged ‘ Time Management ’ sessions   for all staff across the division . A post training survey gave a positive response to this training and   highlighted improved management of the tasks at hand for the staff . 

 Insight 

 By testing the proposed changes before the actual launch across the division gave us the opportunity to   introduce the needed tweaks to the initial proposal . Instead of a daily review of the tasks at hand , we   proposed a weekly catch - up between the employee and manager to review the week ’s checklist and to   provision a time for urgent tasks . The need for a Time Management training was also not in the initial   plans but served a great purpose based on the post training feedback . We also printed out the different 

 C1 - Internal use 

 techniques learnt from the training and printed visuals displayed throughout the division to remind   everyone the importance and effectiveness of these approaches . 

 Approach 

 The use of a design thinking technique was a first for our division but definitely not the last . The   Learning Launch technique has given us a greater motivation to try out the other techniques available &   to challenge the prevalent issues in the division and finding relevant solutions using Design Thinking . 


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: C1 - Internal use 

 Work disruption – Learning Launch 

 Challenge 

 In my organization a key issue has been the interruption of work due to several approaches being made   during the day to assist other co - workers or additional ‘ urgent ’ tasks being added to the existing   workload . 

 This has created a great deal of stress within the division and has led to the need for several key   deadlines having to be extended . 

 In order to tackle this issue , a committee was set - up including individuals from different functions in the   division to incorporate everyone ’s input and set up a flow 

 Selection 

 This committee considered several options to design a solution to test the effectiveness of solution   suggested to be implemented . After careful consideration , we decided to use the ‘ learning launch tool ’   in Design Thinking . The learning launch is used to list steps to test a workflow for an idea or a product   design before its implementation or ‘ go live ’ . 

 Application 

 In order to tackle the aforementioned challenge , we decided to implement a checklist adherence in line   with the managers and a daily status update to review the tasks at hand and to remove or add tasks as   needed based on the progress during the week . The second part of the solution was to have a ‘ No   meeting day ’ every Wednesday to reduce the time spent in meetings . 

 As a first step , we decided to introduce the strict use of checklists in one team to find the initial   learnings from such an implementation . 

 The key learnings gained from this implementation were that in most cases there was relatively low   adherence to the daily checklists and greater time allocated to unplanned activities . 

 To further enable our teams to manage themselves better , we arranged ‘ Time Management ’ sessions   for all staff across the division . A post training survey gave a positive response to this training and   highlighted improved management of the tasks at hand for the staff . 

 Insight 

 By testing the proposed changes before the actual launch across the division gave us the opportunity to   introduce the needed tweaks to the initial proposal . Instead of a daily review of the tasks at hand , we   proposed a weekly catch - up between the employee and manager to review the week ’s checklist and to   provision a time for urgent tasks . The need for a Time Management training was also not in the initial   plans but served a great purpose based on the post training feedback . We also printed out the different 

 C1 - Internal use 

 techniques learnt from the training and printed visuals displayed throughout the division to remind   everyone the importance and effectiveness of these approaches . 

 Approach 

 The use of a design thinking technique was a first for our division but definitely not the last . The   Learning Launch technique has given us a greater motivation to try out the other techniques available &   to challenge the prevalent issues in the division and finding relevant solutions using Design Thinking .
### Output: 