CHAPTER 9

Team Mapping

Method

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Some of the most exhilarating and nerve-racking work I

do is to facilitate teams through the process of creating,

sharing, consolidating, and prioritizing their ideas around a

real issue. It is exhilarating because the people involved in the

process get excited. Invariably the outcome is much better

than the traditional brainstorming session we have all experienced.

It's also nerve-racking because there's little I can do

to prepare for these sessions, it's very difficult to judge the

timing, and I have no control over the outcome. The only

thing I can do is review the process and objective prior to the

session, clearly explain the process to the group, make sure

everyone understands the topic or issue at hand, and manage

the personalities and emotions of the participants. In addition,

I try to make it fun.

Much of my work using this method is in the area of

strategic planning, although you can use this technique any

time a team of people are contributing ideas for a common

purpose. As I walk you through the process, imagine that you

are participating in this session with your team and I am the

facilitator. Here is what this chapter will cover:

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• Defining the Topic

• Individual Idea Map

• Suggestions

• First Consolidation

• Second Consolidation

• Prioritization

• Taking Action

• Review and Update

• Benefits

• Your Assignment

Defining the Topic

Having a clear and shared understanding of the topic is absolutely

critical to the success of this process. I have participated

in many meetings and discussions where the purpose,

the issue, or the topic was never clearly defined. The funny

thing is that I don't know if the participants ever realized the

lack of definition. But the frustration was certainly evident.

When this is the case there is confusion, people are attempting

to solve the wrong problem, discussions get off track, and

time is wasted. The other problem I've seen is when groups

try to tackle multiple topics at the same time. I understand

that sometimes the complexity of the issue requires doing

this, but whenever possible take one topic at a time. The

more you can simplify the topic (even if the subject itself is

complex) the better. I've also seen attempts to simplify the

topic turn into having too vague a topic. This brings us to

Lesson 11, which is:

Lesson Eleven-

Clearly identify a single, simple,

and specific topic for the

Team Mapping Method.

One last comment about the topic: How many times do you

see teams head off on some project that doesn't meet the objectives

or vision of the organization? Take the time upfront

to share with the team the importance of the issue and how it

ties to the vision or purpose of the organization or project. It

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will provide an even greater context for and commitment to

the process that is to be followed.

Individual Idea Map

Once the topic is defined, each person independently creates

an idea map of everything they can possibly think of relating

to the topic. In the case of an annual strategic planning session,

I ask participants to capture thoughts around some of

the following categories:

• Current organizational struggles

• Personnel-related issues (i.e., hiring, retention)

• New products and services

• Training

• Customers (current and future)

• Next year's objectives

• Marketing and advertising

• Suppliers

• Finances/budget

• Opportunities

• Cost savings and revenue generation

• Technology

• Processes and work flow

• Recognition

• Production

• Competition

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I use this as a way to get individuals thinking, and to encourage

their own creative thoughts as well. Even the creation of

a central image can help to further clarify the topic when it

comes time for the first consolidation. All ideas, words, and

concepts are to stay in the map. No editing of ideas should

occur at this point.

Lesson Twelve-

Always start the team mapping

process by asking each participant

to create an individual map

around the defined topic.

The individual maps are critical to the process. In a typical

session when one person throws out an idea, it can draw the

whole group into a single train of thought. This is similar to

the flow of thoughts introduced in Chapter 2. What needs

to occur at this stage is a bloom of ideas (BrainBloom_) that

will eventually be used to generate multitudes of possibilities.

When this stage is overlooked, participants have a tendency

to let the boss or the most influential person guide

most of the process. The individual map provides opportunities

for some of the more quiet thinkers to add their brilliance

into the session.

This part of the process could take some time depending

on the size and complexity of the issue the group is tackling.

If you foresee this being a lengthy first step, one suggestion

might be to have this portion of the task completed

as mandatory prework to the session. (If one person doesn't

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do this, it will affect the rest of the process.) The benefit here

is that each person can dedicate whatever time they need. Because

of the varying roles of the participants, some will need

to spend much longer creating their maps than others. You

avoid people waiting around for others to finish. When team

members come to the session, have each person take 5-10

minutes to review their maps and make any additions (no

deletions) that come to mind.

Whether participants create a quick individual map

during the session or they come to the session with their

maps, we are now ready for the first consolidation. Before

addressing the next step, let me share some suggestions.

Suggestions

Encourage creative thinking. You do not want to put time

and energy into a process that achieves average results.

Sometimes people get nervous sharing ideas that are far

from the norm. This isn't the case when a crisis requires an

ingenious solution, so do not let this be the case during the

session either. Tell the team to avoid imposing limitations on

themselves. Don't let the budget, the boss, the client, or the

market deter you from considering any idea. If the idea is

that important, maybe the team can discover an inventive solution.

An environment of fun can spice things up a bit too.

Provide toys, music, colored markers, and healthy snacks.

Take breaks every hour or when it seems appropriate based

on the flow of ideas and the energy level of the group.

Kill the idea-killer. There is no one more destructive

to one of these sessions than the person who shoots down

ideas. It only takes one shot and the victim will clam up for

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the rest of the day. Most idea-killers don't know who they are

so it is your responsibility to tell them. Buy some fun toys

that make noise and give one to each participant. Then set

some ground rules. Tell team members that any time they

feel like their idea is being killed, they are to use their noisemaker

to make the perpetrator aware of the violation. It will

add some humor to the process and make the killer aware of

his or her crime.

First Consolidation

The next step is going to be a consolidation of ideas. I suggest

3-4 members per group. Your group may be much

larger than this, but try to break it down into smaller groups.

We will handle the consolidation of the overall groups' ideas

later. You can select the groups based on common areas of

work or interest, or you may prefer cross-functional groups.

Both have unique benefits, so choose for yourself based on

the topic and purpose for this activity.

Start by having each team member share his or her individual

maps with his or her group. If during this time of

sharing it sparks additional thoughts, add them to your map.

This is a time to share-not critique. Use those noisemakers

if necessary.

The next step gets a little tricky the first time you try

this. The result will be one large idea map that contains all of

the information from every member's map. Yes, I do mean

all. Using large flip-chart paper or the Mindjet software,

your task will be to determine a main thought that some of

you have in common. This could be your first main branch

for the group map. You may even want to create an over-

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riding word to describe the varying words the group members

used for this common thought. It is important at this

stage not to assume that two identical words mean the same

thing to two people. You need to keep the original context

and meaning clear. What I mean by "re-engineering" could

be completely different than your meaning or context. Take

the time to clarify.

Once the group has identified the first main branch (or

branches), look for all the ideas in your map that connect to

this thought. Add those ideas to the map. You work your way

through this process until all ideas from the maps are in one

large map. If new ideas result from the conversations, add

them into the map as well. Add images wherever you can.

When you're done, take a break.

If there are a large number of individuals participating

in this session (5 groups of 4 members each, for example), it

is now time for each team to share their map with all who are

present. It is likely that you will hear some similar themes between

team maps as well as original possibilities. Again, if

these presentations spark new ideas, add them to your group

map. You will be fascinated by the varying ways teams captured

their data. Team members see their ideas captured and

valued. People who normally might not share have actively

participated in the process.

Second Consolidation

If the original group was only 3-4 individuals, skip to prioritization.

If there were multiple groups of 3-4 people, the

question needs to be asked, "Is there value in consolidating

all of this information?" In most cases, the answer will be yes.

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Again, either you will need large paper or you will need to

use the Mindjet software while projecting the mega-team

map on the screen. Either choose the map that seems to best

represent the thoughts of the group and add information

from the other group maps to it, or repeat the process used

in the first consolidation to build the mega-team map. All

ideas are included at this stage as well. This can end up being

a very large idea map; however, it is interesting that, after a

while, there seems to be a natural consolidation of ideas.

People may say, "well this and that are covered here," so those

ideas can be removed, and the map starts to tighten up.

Prioritization

Now your group, regardless of size, should be working from

a single team map. In the strategic planning sessions I run,

there is now a plethora of possible actions that could be

taken. It is unrealistic to think that all of these tasks could be

accomplished in the next year, so we need to prioritize them.

I usually have people prioritize in two ways. The first

way is by defining those tasks that are most critical to the success

of the overall organization. The objective of the second

prioritization is to identify those tasks that will provide a

quick success to the group. These actions are typically easy

to implement, low cost, and not requiring of months of approvals.

Let's start with the critical success actions.

While everyone can view the mega-map, have each person

individually define his or her top five priorities. You may

use his or her top three or his or her top eight ideas-you decide

based on the volume of data you have to work with. The

lower numbers tend to work better because you're ultimately

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looking for the critical tasks to emerge rather than prioritizing

every item on the map. Once everyone is ready, the facilitator

will start by having the first person share his or her

rankings. Using a single color (if using a hand-drawn map),

the facilitator should place a "1" by the branch this person

states as his or her number one priority, "2" by the branch

this person states as his or her number two priority, and so

on. Go around the room until all have provided their rankings.

Do another individual prioritization to identify the top

three to five quick successes. If using a hand-drawn map, the

facilitator will choose a different color to collect the rankings

this time. If using the software, simply add a branch called

Quick Success, followed by a branch with all the rankings.

There are many other ways within the software that you can

distinguish the critical actions from quick successes. Choose

one that seems easiest for you. If it has been an hour or so

since the last break, take another one now. This process can

be exciting, but mentally draining.

Taking Action

Now you have a visual of the priorities. Notice if any quick

successes and critical actions overlap. Observe where most

participants agree on the priorities, and identify the top actions

in each category. Notice that no ideas were eliminated.

They just didn't make it into the top lists-yet. This is a major

benefit, as people do not experience the rejection of the

idea. These possibilities are still on the map and can be revisited

at some point in the future. I'll discuss review periods

shortly.

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Start with one of the top actions. Have each person create

an individual map on the implementation of this idea.

The maps could include any of the following thoughts and

more:

• Deadlines

• Project team members

• Stakeholders

• Training

• Strengths, weaknesses, opportunities, threats

• Research

• Costs/pricing/budget/revenue

• Customer involvement

• Project scope

• Communication plan

• Impacts

• Project purpose and goals

Once the individual maps are complete, merge these maps by

following the steps in the first consolidation. The implementation

plan for critical actions and quick successes can be

created with the larger group (which may require a second

consolidation) or you may decide to leave the development

of this plan to a group of individuals that will be affected by

or eventually implement the plan.

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Review and Update

Before leaving the prioritization session, set a date and time

for review of the progress and status of the actions. Keep the

team maps and use them in the review process. Update these

maps with any progress. Eventually you will finish these tasks

and need to set new priorities. Maybe some of the items that

didn't get addressed initially will become more of a priority

now. On the other hand, if business has changed and much

time has passed, you may have to start from scratch with a

fresh look at the topic at hand.

Benefits

The benefits of this process are many. Although it is a time

commitment to work through these consolidations, there

will be shared understanding, teamwork, a boost in morale,

and ultimately timesavings. The clarity alone will bring

common vision to the task. These team maps can act as communication

tools when sharing with other departments or

stakeholders. Post them on the wall to show the status of the

project.

Finally, the idea maps reduce what I call verbal redundancy.

Have you ever attended a meeting where the participants

repeatedly share their comments on a topic that has already

been addressed? I think some people just like to hear

themselves talk. With the map in front of the group, all you

need to do is point to that particular area of discussion and

ask if anyone has any additional thoughts. Otherwise, you

can gently move on to another topic.

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Your Assignment

Find an opportunity for making a decision that will involve

at least one other person. It may not be as involved or elaborate

as the process described in this chapter. Experimenting

on a smaller scale using a topic that is not emotionally

charged can give you some exposure to the team mapping

process. Start small and work your way up to a larger, more

complex subject.

Now that you are becoming an expert at the team mapping

method, the next chapter is going to show you examples

of advanced idea maps that break all the rules! See Figure 9.1

for an idea-map summary of this chapter.

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IDEA MAPPING

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Figure 9.1 Chapter 9 Summary