Challenge 

 I am managing an extensive , organisational transformation program for an international sporting   organisation in India . The program portfolio includes over 15 internal projects , and one of the   critical projects for this year is working under a stringent timeline . 

 After an initial but short phase of well - intentioned discovery and data gathering , the project team   jumped into developing a new process , training a pilot population , and implementing a new   system to support it . According to their delivery plan , the team is making good progress while   the significant amount of data initially gathered has been left unanalyzed and unused . 

 However , early feedback and reporting emerging from pilot populations and senior management   have been very mixed , and the team is growing frustrated . Also , the project team 's laser focus on   delivery means that collaboration and alignment with colleagues and peers outside have suffered . 

 Finally , a program steering committee meeting is upcoming in the next two weeks , and we are   now at pains to agree between the program and project teams on what to share with the senior   management . 

 Selection 

 To help the project team take a step back , I decided to prepare the mind - mapping exercise . I   initially selected the activity as a means of getting the team to take the time to immerse   themselves in all the available employee data they had amassed – but mostly left aside – since   the beginning of the project . I was tipped off to the idea from the Mind Mapping tool video in   Week 3 with Joanna Mejia as a way we could " distill all that data into information and insights   that can be easily communicated . " 

 I also recognized the opportunity for the workshop to establish a " common mind , " i.e. , create   alignment between the project team , the program management , and some functional colleagues . I   proposed that we could use the workshop to produce learnings and insights that we could share   with the Steering Committee . 

 Application 

 Together with the project management officer , we gathered elements from interviews , working   group summaries , surveys , governance minutes , training feedback forms , etc . , cleared a wall in   our project office , and posted all of the data we felt might be relevant . I invited the project team ,   functional team members , and the members of the program office to join the Gallery Walk , and   all invited parties showed up . Everyone went through the gallery silently , collecting ideas and   notes on post - its , etc . Afterward , we worked in a group session to share each of our elements and   observations , identify themes , and " map " them . Using the " So What ? " prompt , we were able to   locate several key insights . 

 Insights 

 Many insights emerged that were relevant to the project . One of the most important was that   there was a high level of agreement and alignment across the group on a limited number of   important themes . A pure , clearer mind was emerging . 

 This led to a very open discussion on how these insights could be shared with the Steering   Committee and integrated into the project scope , approach , and delivery . Numerous new ideas   were born out of the session , and all of us left energized by the shared clarity , which immediately   resulted in re - prioritization discussions , shared action plans , and renewed overall commitment of   the entire group to the project . 

 Approach 

 Next time I would leave even more time for the discussion and formalization of collective   insights . I would be more vigilant about keeping the team from jumping into solution - seeking   and brainstorming , which I found to be a strong temptation when confronted with such fruitful   conclusions . 

 Finally , I probably did n't feel comfortable enough to trust the exercise as entirely as I could have .   Having now seen the power of the activity , I will feel more confident about the process and   would n't hesitate to include even more people and break out into smaller discussion groups . 


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: Challenge 

 I am managing an extensive , organisational transformation program for an international sporting   organisation in India . The program portfolio includes over 15 internal projects , and one of the   critical projects for this year is working under a stringent timeline . 

 After an initial but short phase of well - intentioned discovery and data gathering , the project team   jumped into developing a new process , training a pilot population , and implementing a new   system to support it . According to their delivery plan , the team is making good progress while   the significant amount of data initially gathered has been left unanalyzed and unused . 

 However , early feedback and reporting emerging from pilot populations and senior management   have been very mixed , and the team is growing frustrated . Also , the project team 's laser focus on   delivery means that collaboration and alignment with colleagues and peers outside have suffered . 

 Finally , a program steering committee meeting is upcoming in the next two weeks , and we are   now at pains to agree between the program and project teams on what to share with the senior   management . 

 Selection 

 To help the project team take a step back , I decided to prepare the mind - mapping exercise . I   initially selected the activity as a means of getting the team to take the time to immerse   themselves in all the available employee data they had amassed – but mostly left aside – since   the beginning of the project . I was tipped off to the idea from the Mind Mapping tool video in   Week 3 with Joanna Mejia as a way we could " distill all that data into information and insights   that can be easily communicated . " 

 I also recognized the opportunity for the workshop to establish a " common mind , " i.e. , create   alignment between the project team , the program management , and some functional colleagues . I   proposed that we could use the workshop to produce learnings and insights that we could share   with the Steering Committee . 

 Application 

 Together with the project management officer , we gathered elements from interviews , working   group summaries , surveys , governance minutes , training feedback forms , etc . , cleared a wall in   our project office , and posted all of the data we felt might be relevant . I invited the project team ,   functional team members , and the members of the program office to join the Gallery Walk , and   all invited parties showed up . Everyone went through the gallery silently , collecting ideas and   notes on post - its , etc . Afterward , we worked in a group session to share each of our elements and   observations , identify themes , and " map " them . Using the " So What ? " prompt , we were able to   locate several key insights . 

 Insights 

 Many insights emerged that were relevant to the project . One of the most important was that   there was a high level of agreement and alignment across the group on a limited number of   important themes . A pure , clearer mind was emerging . 

 This led to a very open discussion on how these insights could be shared with the Steering   Committee and integrated into the project scope , approach , and delivery . Numerous new ideas   were born out of the session , and all of us left energized by the shared clarity , which immediately   resulted in re - prioritization discussions , shared action plans , and renewed overall commitment of   the entire group to the project . 

 Approach 

 Next time I would leave even more time for the discussion and formalization of collective   insights . I would be more vigilant about keeping the team from jumping into solution - seeking   and brainstorming , which I found to be a strong temptation when confronted with such fruitful   conclusions . 

 Finally , I probably did n't feel comfortable enough to trust the exercise as entirely as I could have .   Having now seen the power of the activity , I will feel more confident about the process and   would n't hesitate to include even more people and break out into smaller discussion groups .
### Output: 