1 . Challenge : Describe your challenge , including all relevant information . 

 I was leading a team of Lean consultants supporting companies in deploying Lean Management .   A Lean Management project was defined as a 3 month engagement working closely with the   team leaders and collaborators of a functional area ( i.e. Motor Policy Issuance ) in order to :   assess the current situation ( as - is ) , create the future state ( to - be ) and develop the respective   action plan . The above analysis would take place in 5 pillars : Voice of Customer , Process   Efficiency , Performance Management , Organization , and finally Mindset and Behaviours . 

 The aim of the pillar “ Mindset and Behaviours ” was to capture how the collaborators felt about   their working environment and identify the behaviours / attitudes within the team that negatively   impacted team dynamics and collaboration ; consequently having an effect on engagement ,   motivation and ultimately individuals ’ performance . 

 2 . Selection : In your own words , briefly describe the tool you selected ( e.g. , what it is and 

 why you selected it for your challenge ) . 

 In order to map the as - is situation and create the to - be state , we conducted vision workshops   applying what in the Design Thinking training we termed as a “ Visualisation tool ” . In essence ,   the participants were requested to build the as - is status and to - be state using : images from   flashcards , cutting photos from magazines , drawing their own pictures , etc . The premise was   that 1 ) participants would feel more comfortable using images rather than words to depict a   sensitive topic and 2 ) a good image can tell a more powerful story than a 1000 words . 

 3 . Application : Describe how you applied the tool you selected to your challenge ( e.g. , what 

 you did and how the tool was applied effectively or ineffectively ) . 

 Opening ( approx . 15 minutes ): 

 - introduce the moderator(s ) and the objectives of the session   - describe ground rules for the session   - reinforce the importance of an open and safe environment 

 Exploration ( approx . 100 minutes ) 

 - give participants opportunity to reflect on their current experience ( individual synthesis )   - participants create their current state collage ( group synthesis )   - explore participants responses in detail   - give participants opportunity to reflect on their desired state ( individual synthesis )   - participants create their future state collage ( group synthesis )   - explore participants responses in detail 

 Closing ( approx . 30 minutes ) 

 - summarise what has been discussed and replay to participants to ensure understanding   - ask participants whether any key issues have been overlooked   - thank participants for their contribution and time 

 We run a series of workshops in the last couple of years and became progressively better . These   involved : how to position the workshop and frame the question without producing too narrow   scope ( i.e. focusing solely on communication issues ) ; how to manage emotions and difficult   admissions ; how to facilitate the emergence of patters without dismissing ideas that appear as   outliers ; how to ensure the forum is not used for masked personal attacks . 

 4 . Insight : Describe the insight you gained from applying the tool you selected to your 

 challenge ( e.g. , how an insight affected your thinking about the challenge and about   design thinking more broadly ) . 

 In the past , I was trying to organize and structure the workshops in a very rigid manner . The   theme of the session and more importantly the questions to be answered had to be very well   scoped and clearly defined in advance . All activities had to be timely executed to the pre- defined agenda , etc . What I was missing was that a group of people discussing a topic is a   dynamic setting . Perceptions and ideas evolve as individuals exchange and new dimensions or   themes may emerge as a result of the discussion . As a facilitator , I needed to be flexible to   accommodate changes in the agenda and approach , without losing sight of the larger picture . 

 More often than not , I would be surprised on the pain points identified and areas needing first   attention ( i.e. the importance for the manager to greet his collaborators in the morning and   spend 5 minutes on how they are feeling , rather than silently walk towards his office ) . Moreover ,   each team was different in terms of culture , dynamics , aspirations , etc . It is not possible to pre- guess the outcome of the sessions and what is important to them . 

 5 . Approach : Describe what you might do differently next time -- applying the same tool 

 you selected or a different one -- and the reason(s ) why 

 In the past , I was using post - it notes as a brainstorming tool . I find the use of pictures and   drawings to be more powerful , since it better captures the emotions of the individuals and how a   certain context makes them feel . Using pictures , participants appear more comfortable   expressing themselves on sensitive topics . At the same time , there are some participants that do   appreciate the option of using a more traditional way of capturing their thoughts ( i.e. writing on   post - it notes ) . I am currently combining the two approaches in my sessions . 


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: 1 . Challenge : Describe your challenge , including all relevant information . 

 I was leading a team of Lean consultants supporting companies in deploying Lean Management .   A Lean Management project was defined as a 3 month engagement working closely with the   team leaders and collaborators of a functional area ( i.e. Motor Policy Issuance ) in order to :   assess the current situation ( as - is ) , create the future state ( to - be ) and develop the respective   action plan . The above analysis would take place in 5 pillars : Voice of Customer , Process   Efficiency , Performance Management , Organization , and finally Mindset and Behaviours . 

 The aim of the pillar “ Mindset and Behaviours ” was to capture how the collaborators felt about   their working environment and identify the behaviours / attitudes within the team that negatively   impacted team dynamics and collaboration ; consequently having an effect on engagement ,   motivation and ultimately individuals ’ performance . 

 2 . Selection : In your own words , briefly describe the tool you selected ( e.g. , what it is and 

 why you selected it for your challenge ) . 

 In order to map the as - is situation and create the to - be state , we conducted vision workshops   applying what in the Design Thinking training we termed as a “ Visualisation tool ” . In essence ,   the participants were requested to build the as - is status and to - be state using : images from   flashcards , cutting photos from magazines , drawing their own pictures , etc . The premise was   that 1 ) participants would feel more comfortable using images rather than words to depict a   sensitive topic and 2 ) a good image can tell a more powerful story than a 1000 words . 

 3 . Application : Describe how you applied the tool you selected to your challenge ( e.g. , what 

 you did and how the tool was applied effectively or ineffectively ) . 

 Opening ( approx . 15 minutes ): 

 - introduce the moderator(s ) and the objectives of the session   - describe ground rules for the session   - reinforce the importance of an open and safe environment 

 Exploration ( approx . 100 minutes ) 

 - give participants opportunity to reflect on their current experience ( individual synthesis )   - participants create their current state collage ( group synthesis )   - explore participants responses in detail   - give participants opportunity to reflect on their desired state ( individual synthesis )   - participants create their future state collage ( group synthesis )   - explore participants responses in detail 

 Closing ( approx . 30 minutes ) 

 - summarise what has been discussed and replay to participants to ensure understanding   - ask participants whether any key issues have been overlooked   - thank participants for their contribution and time 

 We run a series of workshops in the last couple of years and became progressively better . These   involved : how to position the workshop and frame the question without producing too narrow   scope ( i.e. focusing solely on communication issues ) ; how to manage emotions and difficult   admissions ; how to facilitate the emergence of patters without dismissing ideas that appear as   outliers ; how to ensure the forum is not used for masked personal attacks . 

 4 . Insight : Describe the insight you gained from applying the tool you selected to your 

 challenge ( e.g. , how an insight affected your thinking about the challenge and about   design thinking more broadly ) . 

 In the past , I was trying to organize and structure the workshops in a very rigid manner . The   theme of the session and more importantly the questions to be answered had to be very well   scoped and clearly defined in advance . All activities had to be timely executed to the pre- defined agenda , etc . What I was missing was that a group of people discussing a topic is a   dynamic setting . Perceptions and ideas evolve as individuals exchange and new dimensions or   themes may emerge as a result of the discussion . As a facilitator , I needed to be flexible to   accommodate changes in the agenda and approach , without losing sight of the larger picture . 

 More often than not , I would be surprised on the pain points identified and areas needing first   attention ( i.e. the importance for the manager to greet his collaborators in the morning and   spend 5 minutes on how they are feeling , rather than silently walk towards his office ) . Moreover ,   each team was different in terms of culture , dynamics , aspirations , etc . It is not possible to pre- guess the outcome of the sessions and what is important to them . 

 5 . Approach : Describe what you might do differently next time -- applying the same tool 

 you selected or a different one -- and the reason(s ) why 

 In the past , I was using post - it notes as a brainstorming tool . I find the use of pictures and   drawings to be more powerful , since it better captures the emotions of the individuals and how a   certain context makes them feel . Using pictures , participants appear more comfortable   expressing themselves on sensitive topics . At the same time , there are some participants that do   appreciate the option of using a more traditional way of capturing their thoughts ( i.e. writing on   post - it notes ) . I am currently combining the two approaches in my sessions .
### Output: 