Figure 12.1 Chapter 12 Summary
The following menu of selections is a series of idea-mapping applications and suggested practice activities. The various topics include:
Try these maps in any order you prefer and commit to doing at least one new application per week. This will help to solidify your mapping skills. Try both hand drawing as well as using software products to create the maps.
Creating a “to-do” list in the idea-mapping format provides a fun and creative look at tasks. It can help categorize similar items and assist in prioritizing. This is a simple way to practice. Some people will argue that it takes longer to create a to-do map than it does just writing a normal list—especially during the early learning phase. This may be true. However, mapping something familiar will get the focus off struggling with content and further enable you to focus your energy on learning to structure thoughts by association.
People frequently ask me how to “check off” the completed items. Do this by putting a small box at the end of each branch. As items are finished, check the box. I redraw the idea map when it reaches the point where it is difficult to add new branches or it is just so messy I can’t stand it any more.
Making decisions can often occupy our minds as we wrestle with all the possibilities. Try creating a map that shows all the issues affecting the decision. What are the key factors to consider? What are all the alternatives? Does this decision impact others? What will be the result of making the decision? Are there financial implications? Who could provide advice? What are the positive, negative, and interesting thoughts that come to mind? Sometimes seeing the whole picture will spark an idea that previously went unnoticed. Documenting all the issues might even help you sleep better!
A number of my workshop participants have changed how they journal. Instead of using lined paper, purchase a sketchpad with unlined paper, making sure that the paper thickness is above average. This will keep markers from bleeding through the paper. Create an idea map for each of the entries. Linear notes can be included on the opposite page, if necessary.
Idea maps are a great tool for any type of planning—from huge weddings to Christmas shopping trips! They are great for planning big events and family vacations. I’ve seen grocery maps that use the store aisles as main branches and others organized by food group—dairy, meats, cereal, fruit, vegetables, household, and canned goods.
Planning with idea maps is a great way to get others involved in the process. Keep them posted where others can see them and add their ideas.
In Chapter 6, I suggested creating a personal vision or mission. This can be so valuable that it is worth repeating. However, this one may be a work in progress, so remain patient.
The same idea applies for a group of people working toward a shared objective. The creation of the central image alone will bring clarity to the purpose and vision. Each person will see how he or she fits into the overall picture and will have a better understanding of the organizational direction. The vision defined in these maps can cover the corporate strategic plan, a 1-year vision, or a short-term project. Too often professionals spend enormous amounts of time working in isolation on their part of a project while the entire team shares little communication. Taking a short amount of time with the entire group to create this vision will save time, money, and frustration. It will increase buy-in, understanding, and interdependence among the team members.
Goals are different from vision. Goals are what you want to accomplish at the detail level. Goals are how you intend to achieve the set vision. Some people traditionally set goals (resolutions) every New Year. New goals are set after an annual performance review. Maybe it’s easier to set monthly or weekly goals. This is a personal choice. Just set them and map them. It significantly increases the chances of successful completion.
A goal map is a beautiful visual reminder of priorities. It keeps the creator from becoming distracted by unimportant issues. These maps can also be documentation for past accomplishments.
This is another large category of possible maps. Various topics could include client meetings, proposals, products, issues, presentations, business growth, or just a map of personnel (names, roles, responsibilities, and other notable details about each person). Years ago, the owners of a Pennsylvania consulting company attended my workshop. They returned for a visit the following year and brought some of their maps with them. One was a spiral bound document with an idea map as the front cover. It was a client proposal. The map cover summarized the entire contents of the proposal including research, requirements gathering, and recommendations. In the subsequent text of the document were all the linear details. It was the best of both worlds, but you can probably guess what immediately captured the client’s attention!
By using idea maps with clients, you will stand apart from the competition by communicating with the customer in a visual and memorable way. Caution: If you are taking live notes in front of someone (customer or anyone else) not familiar with idea mapping, explain what you are doing or it may be distracting—especially if you come armed with all of your markers!
Try creating a map to track all the key components of a project. This will assist the entire project team by providing a visual reminder of upcoming deadlines, task priorities, problem areas, budget, and client information, to name just a few possibilities. Mindjet software would be another option for handling large amounts of data, and it can export the map to and from Microsoft Project, if applicable.
It is in some of these more complex applications that you begin to experience the tremendous power, clarity, and timesavings you can gain by having a tool to house all the data in one place. Use the map to share the project status with others or during meetings.
Choose a current problem to map. Include all aspects of the problem and a branch for possible alternatives. When did this problem start? What is the root cause of the problem? What would it take to resolve the issue? Are there any deadlines to consider? Document the individuals involved in this problem, their roles, and contributions to the solution. What are the worst- and best-case scenarios? Often what you thought was the problem ends up being a symptom and the map lets the underlying cause be seen more clearly—and of course the possible solutions will be more effective.
How often do you read a book, then go back and try to find a piece of information that you need but can’t find? Putting all the key pieces of data from a book onto a single map remedies this problem. In addition, it presents a perfect way to review the material. Organize the idea map by chapter or define other categories. Add page numbers to the branches to assist in referring to important sections of the book.
I’ve seen detailed book maps on flipchart paper and smaller idea maps copied right into the front of the book where there are typically two blank pages. The next time you read a book, keep an idea map to track your major thoughts and learning.
Mapping a presentation is a wonderful application. I use this application multiple times a month. It is fabulous for collecting, organizing, and prioritizing topics. It may take more than one draft to get it right, but once it is complete you can speak from the map. The delivery will be much smoother and more natural compared to other presenters who must shuffle through pages and pages of linear notes.
Don Lacombe was a course participant and a 30+ year veteran (now retired) of one of the largest automotive companies. Using the Mindjet software, he created a large map to present complex data to the executives of a sister company. The data covered 5 years of research on a competitor. He gave an 11″ × 17″ version of this map to each of his attendees. Part way through, his presentation was interrupted to allow time for another presenter. This person finished delivering his information, and then it was Don’s turn again. Using his map, he did a quick recap of what he had covered prior to the interruption and then finished the presentation. It was a smashing success! He later used the same map to give many internal presentations and still uses it periodically for his own purposes today.
Find an article that you need to read. Start by scanning the article for themes or main ideas. If it is easy to identify the main branches, do that much of the map before reading the article. Otherwise, determine possible main branches while reading the article.
People often ask whether they should read the whole article first and create the map afterwards or create the map as they read. It’s completely a personal choice. The one thing I definitely recommend is that you highlight key words as you read. That way if you read the entire article prior to creating the map, the potential key words are already there even if they do not all go into the map. This eliminates the need to reread the article. Remember—only capture the key words needed to support the defined purpose and the words or images you will need to remember.
There are many opportunities to create what I call people maps. The person can be real or imaginary, living or deceased. The map could describe a client you want to remember, a job candidate, a sales contact, a family member, a historical or prominent figure, your ideal future spouse, a mentor, or YOU! There are millions of people to choose from.
Begin by defining your purpose because it’s tempting to include too many details on this one! Some data will probably be similar in all people maps. Those items make up the essence of your relationship with that individual. Although this is an incomplete list, consider including some of the following information about the person when creating this map:
Hobbies
Where does and has this person lived?
Memories
Talents
Awards
Shared experiences
Dreams
Favorites (foods, destinations, colors)
How did you meet?
Education
Common interests
Friends
Work
Family
Personality
Activity involvement
Passions
Future plans together
Use your imagination to go wild with the possibilities. Enjoy!
For this application, create a phone map prior to making a call. This will help focus the discussion and make sure all pertinent issues are covered. As the conversation takes place, add action items, decisions, and any follow-up tasks to the map. The central image could be a combination of the person you are calling and the date. If necessary, keep a binder to store and document these conversations.
Practice idea mapping by documenting your job. Try to cover every aspect as if this document could assist you in training a replacement. It will be eye opening to discover the vastness and complexity of responsibilities.
Dan Drayton worked as a supplier quality specialist for a large automotive company. His assignment was to create a map for his specific commodity—bumper systems. The intention of the exercise was to help his boss understand the processes and complexity involved in the fabrication of a number of commodities. It would establish a book of knowledge and assist in understanding the product’s process flow.
Dan’s specific commodity, bumper systems, contained many additional processes that were unique to this product (polishing, chroming, painting, as well as impact performance and warranty issues). He created a map that contained all the different processes, systems, and key elements that were critical in manufacturing a complete bumper system. The map simplified and organized his thoughts, distinguished each process, and created a semblance of order from a confusing and complicated process flow. He was also able to use it as a problem solving and root-cause analysis tool.
His idea map started out as a job description and grew to a living, breathing document. The map was updated as the processes changed. No more reinventing the wheel! Create a map of your job.
Here are some gift ideas:
I once had a client who was retiring from Chevrolet. An artist created a map of his history with the company, his hobby (fishing), his family, and other details about his life. He received it as a retirement gift.
While getting into my car after work one day, I noticed a huge basket of fruit in the passenger’s seat. My first thought was, “who broke into my car?” Amidst all of the fruit was an idea map titled, “The Fruits of the Spirit.” My husband had created a map to brighten my day and left it as a gift. It is one of the sweetest gifts I have ever received.
I can’t think of a better way to collect and organize thoughts before writing any kind of document. Remind yourself to let the ideas come naturally. Don’t get stuck feeling as if they need to be captured sequentially. Once you’ve captured all the ideas, decide on their order. This map will be a draft and often never gets redrawn. From here you can create the linear document. If there is value added, include a final draft of the idea map with the linear document. You will be pleased with the organization, the flow, and the speed at which you were able to create the final product.
Consider developing a report, a proposal, a meeting summary, a white paper, a contract, a BLOG, or a lessons-learned document using this technique.
Build a status map by adding information to a map over time. Create a template of the major branches that you use every week or month. Leave a miscellaneous branch for the unique events during each period. When it’s time to write the report, it’s all there! Keep the map as a historical collection of accomplishments as described in one of the examples in Chapter 6. Consider including the map with the linear document, but don’t turn in the map by itself unless you are willing to explain the new format and its contents to the recipient.
See Chapter 9 for a description of this application. Gather a bunch of markers and give it a try!
Whether it is getting a degree, taking a single class, learning something new for the job, or earning a certification—it all requires studying. Creating an idea map that includes new information will speed up and enhance the learning process and make the data more memorable. You can create a map that covers a chapter, a lecture, or the entire subject. It’s up to you. If possible, post it on your office wall as a way to review the material. It will make learning easier.
One of the most discouraging things I hear professionals talk about is the vast amount of information that piles into both their physical and electronic in-boxes. Try creating a mail map to collect pertinent information, and then delete the mail! Scan each message or document for information you need to remember. Create a branch for the information or add to a previous one. Do this for each in-box message and then post the map for review. What an easy way to keep the necessary bits of information, without keeping the entire message or article.
This is the most challenging idea-mapping activity. For a complete description on how to be successful at this application, see Chapter 13.
This map could be your preparation for conducting an interview, taking notes as the interview is in process, or both. In preparing for an interview, create branches for each topic you want to cover. Use colors, symbols, or numbers to prioritize critical information. Take this map to the interview and add to it as the questions are answered.
For taking notes during an interview, refer to the suggestions under the “Real-Time Notes” category.
This is “real-time” mapping on steroids. Now the map isn’t just for your purposes, it’s for the group and will help to facilitate the progress of the meeting. Have you ever been in a meeting where people repeatedly bring up the same issues? Try capturing the important discussion points from a meeting in an idea map. Use a flipchart, whiteboard, or software to house the data. Keep it visible for all to see throughout the meeting. If discussions become repetitive, you can point to that part of the map and ask if they have thoughts in addition to those already discussed. People will even begin to tell you where to put their thoughts on the map.
Occasionally individuals will disagree about where a new subtopic connects on the map. This is a great opportunity to further clarify understanding and then mutually agree on its placement. You can then distribute the map to all in attendance since it was a shared creation.
A website is much like an idea map. The home page houses the connections to all the main links. If you are developing a website, start collecting possible ideas for your site in a map. It’s best to use the software for this activity because you can then easily export your map to an html file and have the guts of the work already completed! One of my clients, The Chattanooga Advertising Federation, used a map to communicate changes on their current site to the web designers. They were told that their up-front work saved them $1,100.
If you need to memorize the information in the map, put as many images into the map as possible. Use codes and color to help trigger your recall. Do a mental review within an hour of creating the map, and see how much you can recall without peeking. Once you have gone through that exercise, check your accuracy by reviewing the actual map. Do this again 24 hours later, 1 week later, and 1 month later. This process moves the information from your short-term memory to your long-term memory. Post it where it is visible if that is helpful.
There is no better way to reinforce your learning than by teaching idea mapping to someone else. Show them one of yours. Explain the benefits and a bit about the map. Find an application that would be both useful and simple for them to try. Maybe you can do one together.
This is a very simple—yet extremely useful—application. Have you ever experienced a time when your thoughts just seemed to go in circles and finding a good starting point seemed very difficult? Purge your brain by pouring all the (sometimes seemingly unrelated) items onto a map. This has many advantages. First, your head feels less full! Next, you can look at what is on the map and decide on the priorities or the urgent items. You can take control. Now it is possible to decide what to attack first, and you can think more clearly.
In all of the previous chapters, I provided a chapter summary. This one is a little different—you create your own review. Choose several applications from this chapter that you would like to map. Use those as the main branches of the map in Figure 12.1. You will have your own summary and plan of action!
Figure 12.1 Chapter 12 Summary