Visual Leaders E-Book

David Sibbet

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 398

Veröffentlichungsjahr: 2012

Beschreibung

What Visual Meetings did for meetings and Visual Teams did for teams, this book does for leaders

Visual Leaders explores how leaders can support visioning and strategy formation, planning and management, and organizationchange through the application of visual meeting and visual team methodologies organization wide—literally "trans-forming" communications and people's sense of what is possible. It describes seven essential tools for visual leaders—mental models, visual meetings, graphic templates, decision theaters, roadmaps, Storymaps, and virtual visuals—and examples of methods for implementation throughout an organization.

• Written for all levels of leadership in organizations, from department heads through directors, heads of strategic business units, and "C" level executives
• Explores how communications has become interactive and graphic and how these tools can be used to shape direction and align people for implementation
• Brings tools, methods and frameworks to life with stories of real organizations modeling these practices

Visual Leaders answers the question of how design thinking and visual literacy can help to orient leaders to the complexity of contemporary organizations in the private, non-profit, and public sectors.

Leseprobe

Contents

Introduction: Tracking a Visual Revolution

Part One: The Visual Leadership Advantage

Chapter 1: Seven Essential Tools

Beginning with the Tried-and-True

What Is a Visual Tool?

Goals of Leadership

What Does It Mean to “Understand”?

Seven Essential Tools for Visual Leaders

Questions for a New Visual Leader

Bring Visual Leadership to Life

Chapter 2: Seeing Results in Action

Betsy Has an Idea

What Are We Talking About?

First Project Team Meeting

Metaphors and Maps

Mapping the Quality Programs

How Can We Involve the Whole System?

Choices in a Visual Toolkit

The Big Mapping Meeting

Leveraging Preparation Activities

Leaders Frame the Opportunity

Panoramic Visualization

A History of Quality

Interaction Is Key

Continuing the Interaction around “Why Change?”

Agreeing on a Quality Vision

Quality Journey Project Team Meeting

Creating the Final Quality Vision Map

Seeing the Results in Action

Chapter 3: How to Run Visual Meetings

Regular and Special Meetings

Four Things to Get Right in Your Meetings

The Problem with Presentation Software

Visual Listening Is at the Heart of Visual Meetings

Visual versus Spoken Language

Leaders Focus on Interpretations

What Is Visual Language?

Visual Language Is Pattern Language

The Importance of Picking the Right Format

Describe, Then Decide

Guide Your Team to Create Useful Documentation

Leveraging Visual Meetings in General Communications

Part Two: Looking At Your Own Leadership

Chapter 4: What Is Your “Operating System”?

What Does a Leader Need to Know about Metaphors and Models?

Metaphors Are Deeper Than Simple Comparisons

Analogies Are Extended Metaphors: They Illuminate & Obscure

Mental Models Are Highly Developed Analogies

Why Visualize Our Metaphors and Models?

Visual Frameworks Are Special Kinds of Conceptual Models

Can You Change Your Operating System?

Chapter 5: What Kind of Organization Do You Lead?

What Does It Mean to Be Organized?

Purpose and Goals Drive Organizational Choices

Organizational Forms Are Dynamic—Like a River

Seven Kinds of Organizations and the Tools They Use

1. Startups

2. Growth Organizations

3. Specialized Organizations

4. Institutions

5. Regenerative Organizations

6. Co-Creative Organizations

7. Transformative Organizations

Freedom and Constraint

Chapter 6: Developing Your Visual IQ

What Is a Visual Practice?

Getting Success from the Start

Start with Simple Graphics

Exploring Metaphors

Pay Attention to What Resonates

Personal Visioning

History and Vision Go Together

Personal Decision Wall

Making Big Displays

What about Intuition?

Diagram a Process

Types of Organizational Processes

Scenario Mapping

The Importance of Working Backward

Truth Tracking

Channels of Awareness

How Does All This Help Your Visual IQ?

Part Three: Power Tools for Visual Leaders

Chapter 7: Metaphors & Models

Otis Spunkmeyer Fires Up Sales

Cleared for Takeoff

Connecting Medium with the Message

National Tool & Die’s Refrigerator Award

Envisioning a New Art Center

Taking Two Years to Craft a Vision

Crisis Is Opportunity

Making the Vision Visible

Persistence Pays

Visual Mental Models

Integrating Business, Organization, and Technology

Seven S Model

Understanding Comes from Using Models

Organization Alignment Model

Meaning Is a Function of Personal Experience

Understanding Comes from Linking to Direct Experiences

Leading by Learning and Questioning

Chapter 8: Visual Meetings

In Startups, Seeing Is Believing

Visualizing Choices in Philanthropy

Using Visual Meetings on a Regular Basis

Council on Foundation Conference Planning

Matching Practice to Purpose

Chapter 9: Graphic Templates

Graphic Templates Support Large Group Processes

Basic Template Types Sort into Time Lines and Grids

Your Role Is to Shape the Categories

How to Use Graphic Templates in Practice

Put Templates Together in an Integrated Planning Process

Integrate Intuition, Feeling, Thinking, and Sensing

What about Regular Business Planning?

Planning for Reorganization

Using Graphic Templates as Agendas and Reporting Formats

Business Model Redesign

Moving to the Cloud

Chapter 10: Decision Rooms

Good Decisions Require Understanding the Larger Context

Create a Memory Theater

Making Choices Is the Play

A Portfolio Decision Process

Be Prepared to Improvise

Alignment Meetings

Leadership Is Required for Convergence

Project Rooms & Rapid Decision Support

Decision Rooms for Large Groups

Other Technologies for Polling

Supporting Implementation

Chapter 11: Roadmaps & Visual Plans

Mapping Activity against Time

How Do You Co-Construct a Roadmap?

Converting an Army Base to a National Park

A Single Document Alignment Process

Technical Roadmaps

Roadmap Murals Help Cascade Key Messages

Roadmaps Allow Feedback on Progress

Chapter 12: Graphic Storymaps

Integrating Words & Graphics in Large Murals

New Employee Orientation at Visa

Connecting with Culture Is Critical

Envisioning Priorities at Yosemite National Park

Getting All Yosemite Leadership Involved & Aligned

Action Planning & Visual Plans

Implementing a Storymap Process

Chapter 13: Video & Virtual Visuals

Video for Education & Messaging

Video Is Now Affordable & Supporting Interactive Engagement

Visualization Is a Big Feature at TED

Video Is Fast Becoming a Key Instructional Medium

Animated Graphic Recording Movies

Graphics Augment Telepresence Meetings

Can Other Essential Tools Work Online?

Virtual Leadership Development

Part Four: Managing the New Media

Chapter 14: Technology & Visualization

Small and Fast versus Large and Slow

Let’s Imagine the Choices

How Does It Feel to Face All These Media and Know They Are Evolving?

Treat Media as a Portfolio Problem

The Challenge of Large-Scale Infrastructure Decisions

Standardization Can Empower Application Flexibility

Infrastructure-Like Decisions You Can Control

Chapter 15: Virtual Leadership

Leaders as Buoys & Beacons

Win Trust Through Positioning

How Intention Shapes Your Use of New Media

Total Transparency at HCL Technologies

Managers Support the Front Line at Nordstrom

Leading Interactively with Consultative Opportunities

Is Collaboration Necessary?

Making Intelligent First Moves as a Visual Leader

The Challenge of Social Networks

Knowledge in the Network

Part Five: Leading Organization Change

Chapter 16: Anticipating the Need to Change

Visualizing Predictable Patterns in Change

Putting Insights into Practice

1. Visualizing the Call for Change

2. Galvanize a Team

3. Test Vision & Know-How

4. Commit Real Resources

5. Amplify & Align

6. Sustain Performance

7. Create a New Culture

Commanding the High Ground of Interpretation

Real Life Is Very Dynamic

Chapter 17: The Chrysalis Effect

What Difference Did Mapping Make at HealthEast?

HealthEast Becomes a Visual Planning Culture

The Chrysalis Metaphor

The Power of Principles and Simple Rules

Part Six: Links, Books, & Other Resources

Chapter 18: Websites & Bibliography

Bibliography

Appendix

Index

This book is printed on acid-free paper.

Copyright © 2013 by The Grove Consultants International. All rights reserved.

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Published simultaneously in Canada.

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The following are registered trademarks of The Grove Consultants International—Group Graphics®, Graphic Guides®, Digital Graphic Guides®, and The Drexler/Sibbet Team Performance Model®. Trademarks in use include Storymaps™, Visual Planning Systems™, Strategic Visioning Model™, and the Sibbet/LeSaget Sustainable Organizations Model™. The Visual Meetings Companysm is a service mark of The Grove. SMART Board® is a registered trademark with SMART Technologies.

This book is dedicated to all the young leaders who are taking on the challenges of this century through their many organizations, and to my leadership team at The Grove, who will be taking this work forward in the future.

Introduction

Tracking a Visual Revolution

If you picked up this book, you are probably interested in visualization and leadership. Perhaps you’ve experienced visual meetings in which a facilitator used large graphic displays to record conversations. Maybe you are being asked to pitch a new business plan or convince a partner to affiliate with your organization and suspect that visuals might help. Maybe you’ve just been promoted to a manager position and need to align your people so that you can meet your targets. Or you might love sticky notes to organize your thoughts.

You might have noticed that the younger generation is unabashedly visual. Videos, digital photos, graphics, interactive maps, games, movies, and websites are taken for granted. It’s all happening in the context of a larger revolution in visualization that is happening in data visualization, graphic design, and visual facilitation. So let’s assume you get the visual part.

Do You Need to Draw?

If you are thinking, “I can’t draw. I can’t use these tools. This book is for facilitators,” then you are precisely who this book is intended for. Leaders, more than ever, need to know how to use visual tools, manage visual practitioners and their work, and understand how to help their entire organization be visually literate—especially if you don’t think of yourself as being skillful visually.

But we’ll look at evidence to show that you are already a highly visual person, even if it isn’t your preferred way to think consciously. We’ll explore how you can take advantage of the visual revolution in very creative ways without being the one who does the drawing and designing. We’ll look at how you can work with visual practitioners to focus their support to get the best results. And you’ll learn how you can upgrade your own thinking about how metaphor and mental models work to filter and focus communications. Visualization is a critical part of leadership excellence in our times. The purpose of this book is to provide you with both understanding and practices that assure you can take full advantage of this revolution.