REFLECTION   Mind Mapping 

 By Muhammad Leonardo 

 Challenge   A large corporation ’s internal Leadership Development Organization ( LDO ) planned an   overhaul of its curriculum . LDO leaders engaged its internal agency , Creative Services ,   to help them execute on their stated objective :     Clearly communicate that courses have been updated and are aligned with the   company ’s mission and goals while enticing leaders to enroll in the new program .     The curriculum revamp included significant changes in the following :    Content    Audiences ( ranging from new , emerging leaders to executives )     Tailored training    Delivery – offering online training ( similar to these Coursera classes ) for the first   time       Selection / Application   After reviewing the LDO ’s new curriculum and conducting interviews with stakeholders   within the organization , Creative Services recommended a design thinking workshop .     Attendees :    Members of the target audiences    LDO teachers , facilitators and leadership .      The session began with a 360 ° Empathy Map exercise focusing on each end user group .   Workshop participants were asked to consider what end users experience within the   “ current state ” of the LDO .      The following questions were explored :     SEEING   What are leaders at the company seeing when they attend the classes ? 

 -   Networking opportunities   -   No visibility of opportunity / resources   -   Positive viewpoint ( pie in the sky ) 

 HEARING   What do they hear when they are there , or from co - workers who attend courses ? 

 -   Classes are just a physical space ( school ) , not an experience   -   It ’s a privilege to attend   -   More interaction is needed 

 DOING   What do they do while in the leadership development courses , or afterwards ? 

 -   Back to business as usual   -   Developing   -   Networking 

 SAYING   What feedback are they providing or disseminating to peers and their leadership ?   -   Great experience , too bad it ’s over …   -   It makes sense to go   -   Wish I could have gone sooner 

 FEELING    How does a leader feel when going , while they are there , and after they leave ?   -   Why is n't my boss doing this ? ( Behaving this way )   -   Exclusive / special   -   Overwhelmed / frustrated , but hopeful 

 LATENT NEED ?   What does a developing leader need most before / during / after ? Compile a short list of   unmet needs they may encounter .   -   Support A - Z   -   A development path beyond the end of the class   -   Leave armed with tools to change culture 

 Participants wrote down their ideas and workshop facilitators grouped them under each   question on a white board . Facilitators led a process whereby responses were narrowed   down to the three that best captured the feedback into simple statements . This allowed for   consensus building , easy viewing and shared understanding moving forward .      Next , a shorter Attribute Brainstorming exercise was conducted with data collected   from the 360 ° Empathy Map . With new understanding and agreement on end - users ’   perspectives , participants were asked to identify ideal , one - word attributes to define the   LDO ’s future state . Participants wrote attributes on post - it notes , which were gathered   and displayed in groups . Patterns began to emerge . Workshop participants saw where   attributes were reinforced by other attendees . Eye - opening attributes were generated by   outside - the - box thinking . Having attendees record their thoughts silently during this   exercise resulted in more attributes being generated , since nobody was inhibited by   commentary . Everyone contributed equally and no one “ owned ” an idea .     Attendees then “ voted ” for the 3 attributes they most agreed with by applying sticker dots   to them . They were also given a red “ veto ” sticker to apply if they felt an attribute was   missing the mark .      Next the participants discussed the results in an open and engaging dialogue that resulted   in this final set of attributes : Experiential , Relevant , Inspiring , Real 

 Insight   Once the facilitators / participants had insight into what the end - user experience had been   like in the past , they were able to better understand how to communicate about the new   curriculum .      Insights from the 360 Empathy Map led to several course corrections - most significantly ,   developing an action plan to follow up with course attendees .     A detailed communication plan was created after the design thinking workshop was   conducted . Using the data gathered in the session , on top of a well - tested and identified   set of attributes for the LDO curriculum of the future , Creative Services writers   developed “ sticky ” campaign messaging and branding that resonated with the audiences   and generated interest and anticipation in the new courses . The program is now seen as a   great growth opportunity within the corporation and an opportunity to align leadership   styles with company goals and objectives in a cohesive , unified manner .        Reflection on Approach   Given the opportunity to do this design thinking workshop again , I would engage more   end users in the dialogue prior to the workshop . Performing preliminary interviews with   past attendees would have provided valuable insight and would have allowed for a deeper   dive into conversations during the workshop . Having some ready - baked responses for   workshop attendees to use as a springboard for ideas may have resulted in an even more   productive workshop . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: Muhammad Leonardo
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 

 By Muhammad Leonardo 

 Challenge   A large corporation ’s internal Leadership Development Organization ( LDO ) planned an   overhaul of its curriculum . LDO leaders engaged its internal agency , Creative Services ,   to help them execute on their stated objective :     Clearly communicate that courses have been updated and are aligned with the   company ’s mission and goals while enticing leaders to enroll in the new program .     The curriculum revamp included significant changes in the following :    Content    Audiences ( ranging from new , emerging leaders to executives )     Tailored training    Delivery – offering online training ( similar to these Coursera classes ) for the first   time       Selection / Application   After reviewing the LDO ’s new curriculum and conducting interviews with stakeholders   within the organization , Creative Services recommended a design thinking workshop .     Attendees :    Members of the target audiences    LDO teachers , facilitators and leadership .      The session began with a 360 ° Empathy Map exercise focusing on each end user group .   Workshop participants were asked to consider what end users experience within the   “ current state ” of the LDO .      The following questions were explored :     SEEING   What are leaders at the company seeing when they attend the classes ? 

 -   Networking opportunities   -   No visibility of opportunity / resources   -   Positive viewpoint ( pie in the sky ) 

 HEARING   What do they hear when they are there , or from co - workers who attend courses ? 

 -   Classes are just a physical space ( school ) , not an experience   -   It ’s a privilege to attend   -   More interaction is needed 

 DOING   What do they do while in the leadership development courses , or afterwards ? 

 -   Back to business as usual   -   Developing   -   Networking 

 SAYING   What feedback are they providing or disseminating to peers and their leadership ?   -   Great experience , too bad it ’s over …   -   It makes sense to go   -   Wish I could have gone sooner 

 FEELING    How does a leader feel when going , while they are there , and after they leave ?   -   Why is n't my boss doing this ? ( Behaving this way )   -   Exclusive / special   -   Overwhelmed / frustrated , but hopeful 

 LATENT NEED ?   What does a developing leader need most before / during / after ? Compile a short list of   unmet needs they may encounter .   -   Support A - Z   -   A development path beyond the end of the class   -   Leave armed with tools to change culture 

 Participants wrote down their ideas and workshop facilitators grouped them under each   question on a white board . Facilitators led a process whereby responses were narrowed   down to the three that best captured the feedback into simple statements . This allowed for   consensus building , easy viewing and shared understanding moving forward .      Next , a shorter Attribute Brainstorming exercise was conducted with data collected   from the 360 ° Empathy Map . With new understanding and agreement on end - users ’   perspectives , participants were asked to identify ideal , one - word attributes to define the   LDO ’s future state . Participants wrote attributes on post - it notes , which were gathered   and displayed in groups . Patterns began to emerge . Workshop participants saw where   attributes were reinforced by other attendees . Eye - opening attributes were generated by   outside - the - box thinking . Having attendees record their thoughts silently during this   exercise resulted in more attributes being generated , since nobody was inhibited by   commentary . Everyone contributed equally and no one “ owned ” an idea .     Attendees then “ voted ” for the 3 attributes they most agreed with by applying sticker dots   to them . They were also given a red “ veto ” sticker to apply if they felt an attribute was   missing the mark .      Next the participants discussed the results in an open and engaging dialogue that resulted   in this final set of attributes : Experiential , Relevant , Inspiring , Real 

 Insight   Once the facilitators / participants had insight into what the end - user experience had been   like in the past , they were able to better understand how to communicate about the new   curriculum .      Insights from the 360 Empathy Map led to several course corrections - most significantly ,   developing an action plan to follow up with course attendees .     A detailed communication plan was created after the design thinking workshop was   conducted . Using the data gathered in the session , on top of a well - tested and identified   set of attributes for the LDO curriculum of the future , Creative Services writers   developed “ sticky ” campaign messaging and branding that resonated with the audiences   and generated interest and anticipation in the new courses . The program is now seen as a   great growth opportunity within the corporation and an opportunity to align leadership   styles with company goals and objectives in a cohesive , unified manner .        Reflection on Approach   Given the opportunity to do this design thinking workshop again , I would engage more   end users in the dialogue prior to the workshop . Performing preliminary interviews with   past attendees would have provided valuable insight and would have allowed for a deeper   dive into conversations during the workshop . Having some ready - baked responses for   workshop attendees to use as a springboard for ideas may have resulted in an even more   productive workshop .
### Output: 