REFLECTION : MIND MAPPING 

 Challenge 

 I am managing a large , organizational transformation program for an international sporting   organization in Switzerland . The program portfolio includes over 15 internal projects and one of the   key projects for this year is working under a very strict 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 . The team is making good progress according to their delivery plan 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 has   been very mixed and the team is growing frustrated . In addition , the project team ’s laser focus on   delivery means that collaboration and alignment with colleagues and peers outside has 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 exercise as a means of getting the team to take the time to immerse themselves in all   the available employee data they had amassed – but largely 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 hbrown@yahoo.com   as a way we could “ distill all that data into information and insights that can be easily   communicated . ” 

 I also recognized the potential opportunity for the workshop to establish a “ common mind ” , i.e.   create alignment between the project team , the program management and some of the 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 up 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   identify a number of key insights . 

 Insights 

 Many insights emerged that were relevant for 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 common , clearer mind was emerging . 

 This led to a very open discussion on how these insights could not only be shared with the Steering   Committee but be 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 common 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 myself when confronted with such rich   conclusions . 

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


EMAIL: hbrown@yahoo.com
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 

 I am managing a large , organizational transformation program for an international sporting   organization in Switzerland . The program portfolio includes over 15 internal projects and one of the   key projects for this year is working under a very strict 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 . The team is making good progress according to their delivery plan 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 has   been very mixed and the team is growing frustrated . In addition , the project team ’s laser focus on   delivery means that collaboration and alignment with colleagues and peers outside has 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 exercise as a means of getting the team to take the time to immerse themselves in all   the available employee data they had amassed – but largely 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 hbrown@yahoo.com   as a way we could “ distill all that data into information and insights that can be easily   communicated . ” 

 I also recognized the potential opportunity for the workshop to establish a “ common mind ” , i.e.   create alignment between the project team , the program management and some of the 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 up 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   identify a number of key insights . 

 Insights 

 Many insights emerged that were relevant for 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 common , clearer mind was emerging . 

 This led to a very open discussion on how these insights could not only be shared with the Steering   Committee but be 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 common 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 myself when confronted with such rich   conclusions . 

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