Mind mapping 

 Challenge 

 I direct a country chapter of an international NGO with six sub - national sister companies . As our   mission lies in enabling youth mobility around the globe , our operations have been severely affected   by the current Covid-19 pandemic . As such , all busines functions , from finance , HR , marketing , BDev   and operations are differently affected . Each local management team and each function has their   own opinion and supposed solution ideas to their individual issue . Our challenge is to consolidate   these insights into solution design criteria that are viable , desired by clients and economically   sustainable , as described throughout the course . 

 Selection 

 This status quo puts us into the second “ what if ” stage and suggests mind mapping as an alternative   technique to reduce the options available and to identify the ‘ sweet spot ’ of a harmonized business   recovery design . Mind mapping can visualize patterns among the collected data and insights of the   regional VPs , particularly as each function has a way of presenting evidence and arguments that may   not be conductive to the others . Additionally , as Moran points out , mind mapping is a creative   way of organizing insights , which should help us draw connections that we would not have   anticipated . 

 Application 

 The idea is to bring relevant internal and external stakeholders together and share their previously   gathered insights and perspectives . Each regional business function has done market research for   their area . Marketing and business development have interviewed clients for pains , gains and   current outlooks . Finance has built best and worst case scenarios . HR brings in observations and   interviews from how staff in faring under Covid-19 . Additionally , industry and client insights are   supplied by the presence of board of trustees members and dedicated staff . A former HR staff is   invited to facilitate the session . 

 Headquarters provide a large space , where the evidence of the different group is hung on walls and   flipcharts . An engaging and comfortable atmosphere is prepared , as suggested by the IBM example .   After an introduction by the CEO to address the urgency of the situation , the facilitator introduces   the core design thinking principles to create an open - minded and creative vibe . Tables are   designated for each product category and participants are asked to wander around and select   evidence that gives them new insights and ideas for product development , or that triangulate   existing observations . 

 At each product table , participants present the observations they made and these are subsequently   grouped on a flipchart . As Moor explains , this follows the ‘ What if anything were possible ’ guiding   question . The task is to produce a ‘ wild and radical ’ idea from the given evidence in the form of a   mind map . The table groups are thereafter asked to mix , with only one original member from the   table remaining to explain the co - created idea to new listeners . These listeners shall then ‘ challenge ’   the idea , based on the evidence and discussion they had . 

 Insights 

 The atmosphere of this event was highly constructive and participants enjoyed being creative   beyond their usual functional scope . In particular , the external insights from how other NGOs and   companies address their clients during the current crisis has seemingly given many managers new 

 perspectives on what is possible . Together with the various local insights from the marketing   departments , we were able to identify very distinct and novel customer pains and needs across our   customer segments . This could provide a basis for persona - building , as in the social network   example of the Coursera course . Conducting this alternative approach has certainly sensitivized   management for a more customer - centric way of planning and doing operations . 

 Approach 

 On the other hand , the instructions to the participants may have been too much forward pushing , as   most table groups ended up producing a solution idea that they did not want to see challenged any   more . This however , is what would happen in the now subsequent third design thinking stage . We   thus failed to use mind mapping as a tool for creating design criteria . This could hinder the open and   iterative further process of eliciting how viable , demanded and economically sustainable each   product development idea really is . 


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: Mind mapping 

 Challenge 

 I direct a country chapter of an international NGO with six sub - national sister companies . As our   mission lies in enabling youth mobility around the globe , our operations have been severely affected   by the current Covid-19 pandemic . As such , all busines functions , from finance , HR , marketing , BDev   and operations are differently affected . Each local management team and each function has their   own opinion and supposed solution ideas to their individual issue . Our challenge is to consolidate   these insights into solution design criteria that are viable , desired by clients and economically   sustainable , as described throughout the course . 

 Selection 

 This status quo puts us into the second “ what if ” stage and suggests mind mapping as an alternative   technique to reduce the options available and to identify the ‘ sweet spot ’ of a harmonized business   recovery design . Mind mapping can visualize patterns among the collected data and insights of the   regional VPs , particularly as each function has a way of presenting evidence and arguments that may   not be conductive to the others . Additionally , as Moran points out , mind mapping is a creative   way of organizing insights , which should help us draw connections that we would not have   anticipated . 

 Application 

 The idea is to bring relevant internal and external stakeholders together and share their previously   gathered insights and perspectives . Each regional business function has done market research for   their area . Marketing and business development have interviewed clients for pains , gains and   current outlooks . Finance has built best and worst case scenarios . HR brings in observations and   interviews from how staff in faring under Covid-19 . Additionally , industry and client insights are   supplied by the presence of board of trustees members and dedicated staff . A former HR staff is   invited to facilitate the session . 

 Headquarters provide a large space , where the evidence of the different group is hung on walls and   flipcharts . An engaging and comfortable atmosphere is prepared , as suggested by the IBM example .   After an introduction by the CEO to address the urgency of the situation , the facilitator introduces   the core design thinking principles to create an open - minded and creative vibe . Tables are   designated for each product category and participants are asked to wander around and select   evidence that gives them new insights and ideas for product development , or that triangulate   existing observations . 

 At each product table , participants present the observations they made and these are subsequently   grouped on a flipchart . As Moor explains , this follows the ‘ What if anything were possible ’ guiding   question . The task is to produce a ‘ wild and radical ’ idea from the given evidence in the form of a   mind map . The table groups are thereafter asked to mix , with only one original member from the   table remaining to explain the co - created idea to new listeners . These listeners shall then ‘ challenge ’   the idea , based on the evidence and discussion they had . 

 Insights 

 The atmosphere of this event was highly constructive and participants enjoyed being creative   beyond their usual functional scope . In particular , the external insights from how other NGOs and   companies address their clients during the current crisis has seemingly given many managers new 

 perspectives on what is possible . Together with the various local insights from the marketing   departments , we were able to identify very distinct and novel customer pains and needs across our   customer segments . This could provide a basis for persona - building , as in the social network   example of the Coursera course . Conducting this alternative approach has certainly sensitivized   management for a more customer - centric way of planning and doing operations . 

 Approach 

 On the other hand , the instructions to the participants may have been too much forward pushing , as   most table groups ended up producing a solution idea that they did not want to see challenged any   more . This however , is what would happen in the now subsequent third design thinking stage . We   thus failed to use mind mapping as a tool for creating design criteria . This could hinder the open and   iterative further process of eliciting how viable , demanded and economically sustainable each   product development idea really is .
### Output: 