The category structuring contains design tools that allow you to order the data and insights you have acquired.
The tools presuppose that you already have data and that you may already have analysed it. Each tool describes a different way of ordering, so each tool makes you look at your data and insights differently. This helps you acquire a three-dimensional understanding of the issue or topic, which allows you to discover fruitful ways forward and to have innovative ideas.
Some general principles apply to each tool within the category of structuring:
- Describe the order so you can have it to hand later on in the process.
- Go about ordering dynamically, not statically: change, improve and supplement as you go along.
- Use the order for your process, but just as much for communication: each tool provides the basis for developing an attractive visual representation that is well suited to reports, presentations and consultations.
- Try to combine tools from the category of structuring in order to get a complete and clear picture of the issue.
Design tools
What
A journey map is a visual representation of the different phases, activities, tools, interactions, decision points, and emotions that together make up an experience or process.
Why
A journey map provides an overall view of an experience or process, enabling you to make its complexity visible and to identify possible solution directions.
How
- Determine for which experience or process you want to create a journey map.
- Think about the structure of the experience or process. Identify the different phases of the experience or process, and decide which elements you want to examine for each phase: activities, tools, interactions, decision points, emotions, and so on. See the example template for guidance.
- Lay out the structure of the journey map on a whiteboard, flip chart, wall, or table, or use the example template.
- Go through the journey map from beginning to end. Which elements - activities, tools, interactions, etc. - belong to the first phase? And to the second? And so on. Write your insights on sticky notes and place them in the appropriate spot on the journey map. Continue until the entire experience or process is shown in detail.
- Then look at the journey map from a bit of distance. What stands out? Which bottlenecks and opportunities can be identified per phase and across the entire journey? Add these to the journey map.
Template journey map
What
A stakeholder map is a visual representation of all the different actors involved (people and organizations) in an issue, as well as their mutual relationships and interactions.
Why
A stakeholder map provides an overview of the complex network of actors who play a role in the issue. It enables you to identify how stakeholders relate to one another, what role they play in the issue, what role they might play in a solution, and which stakeholders need to be taken into account when developing a solution.
How
- Determine the structure of the stakeholder map. A common structure consists of several circles divided into segments; a sort of dartboard or scope. In the middle, you place the actor around whom the stakeholder map revolves. The surrounding circles typically indicate how close or distant the other stakeholders are. The segments represent the type of stakeholder, for example: funders, advisors, knowledge partners or care providers. See the example template for guidance.
- Lay out the structure of the stakeholder map on a whiteboard, flip chart, wall or table, or use the example template.
- Determine the starting point of the stakeholder map. Is it you? The client? The target group? Or another actor? Place this actor in the center.
- Identify the different actors involved in the issue. Write them on sticky notes and place them in the appropriate spot on the stakeholder map.
- Draw lines between the different actors you have identified. Who is in contact with whom, and in what way?
Template stakeholder map
What
A mind map is a visual representation of associations around a particular topic.
Why
A mind map makes the breadth and depth of a topic visible. It helps you see a topic as a whole, identify patterns, make connections and determine directions for research or solutions.
How
- Decide which topic you want to create the mind map around.
- Think about everything related to the topic and write it down. Explore themes, adjacent issues, causes, norms and values, needs, and so on. Let your associative thinking run free.
- Identify patterns and make connections. Cluster elements that are related in some way. Give the clusters a name and draw lines between clusters that are connected.
- Use the clusters and relationships to create structure. Use different colours to visually emphasise this structure.
What
A fish-bone diagram is a visual structure (resembling fish bones) that shows an issue’s underlying causes and mechanisms.
Why
A fish-bone diagram helps understand the problem and identify its main causes, which gives you pointers for solving it.
How
- Decide which problem you want to understand better.
- Elaborate on the structure of the fish-bone diagram (see the sample template) on a whiteboard, flip chart, wall or table, or use the sample template.
- Define the problem you want to understand better. Write this in the right place in the fish-bone diagram.
- Identify the main causes of the problem. Write this in the right place in the fish-bone diagram.
- Examine each cause and identify underlying causes and mechanisms. Write these sub-causes near the corresponding main cause.
- Draw lines between the causes to see the connections.
- Change the order if you wish, for example, by creating clusters of interrelated causes. Assign names to the clusters and use different colours to visually emphasise the order.
Template fish-bone diagram
What
A persona is a representation of (part of) the target group for which you are designing a solution. A persona represents the main characteristics of this group, such as personality, goals, needs, dreams, motivators, frustrations and behaviour.
Why
A persona puts a face to the target group you are designing for. It brings the target group to life. In this way, you will be designing for a person rather than an abstract notion of the target group. This is inspiring while at the same time providing a focus for the design of solutions.
How
- Determine the target group for your solution.
- Using the data you have, write down your insights into the target group.
- Cluster matters that appear to be connected in one way or another.
- Identify which characteristics the clusters represent.
- Identify any conflicting characteristics within the clusters, such as introverted versus extroverted. Conflicting characteristics represent different subgroups within the target group. This allows you, if you wish, to create several personae each of which represents a part of the target group.
- Combine characteristics that go together: what type of person has what kind of goals, needs, dreams and so on. This is the basis of a persona. You could use the sample template for this.
- Give the persona(e) a name and a description. Look for or create a photo or illustration that fits the description. Optionally, add an illustrative quote from your data.
Template persona
What
A SWOT analysis is a method for evaluating a project, organization, sector, or solution based on internal and external factors (strengths, weaknesses, opportunities, and threats).
Why
A SWOT analysis maps out internal and external factors that pose either a barrier or an opportunity for a project, organization, sector, or solution. This helps to set direction, develop future scenarios, formulate strategies, and make decisions.
How
- Determine the object of the SWOT analysis. Is it your project, the client’s organization, the issue at hand, a specific sector, or a solution?
- Lay out the structure of the SWOT analysis on a whiteboard, flip chart, wall, or table, or use the example template.
- Based on your data and insights, identify factors that influence the object of the SWOT analysis and write them down.
- Determine whether each factor is a strength, weakness, opportunity, or threat, and place it in the correct position in the matrix.
- Within the SWOT structure, cluster elements that are related to one another. What categories of strengths, weaknesses, opportunities, and threats can be identified? Give the clusters a name and draw lines between clusters that are related.
Template SWOT analysis
What
An issue landscape is a representation of (developments in) behaviour, norms and values, economic structures and institutional structures around the issue.
Why
The issue landscape shows you which factors affect the issue, how they are interrelated and how they result in changes or, instead, provide stability. This helps create an overview and identify the ‘buttons’ needed for setting the issue on the right course.
How
- Decide which issue you want to create an issue landscape for.
- Elaborate the structure of the issue landscape on a whiteboard, flip chart, wall or table, or use the sample template.
- Identify long-term developments around the issue. Place these in the issue landscape’s central circle.
- Discover the current system of long-term developments by identifying cultural and behavioural factors, as well as institutional and economic structures. Place these in the issue landscape in the right places.
- Identify innovative initiatives and projects around the issue. Place these in the issue landscape in the right places.
- Where there are connections, draw lines between the innovative initiatives and projects, the system and the long-term developments. Indicate the nature of the connection (e.g. with a text, a plus or minus symbol or an arrow).
Template issue landscape
What
A causal layered analysis shows the deeper causes, worldviews and convictions around an issue.
Why
Identifying the deeper causes, worldviews and convictions around the issue helps gain a more profound understanding of it. You will see where things originate and that there is more than meets the eye at first glance.
How
- Decide which issue you want to do a causal layered analysis of.
- Elaborate on the iceberg model of the causal layered analysis on a whiteboard, flip chart, wall or table, or use the sample template.
- Identify the superficial, visible events and developments around the issue. What can you see of the issue? What are its symptoms? Place these in the top part of the iceberg model.
- Inventory underlying causes of the superficial, visible events and developments around the issue. Place these just underneath the surface of the iceberg model.
- Identify the convictions and worldviews that underlie the causes. Place these on a deeper level.
- Identify the metaphors that are being used or that could be used to describe the issue. Place these at the bottom of the iceberg.
- Draw lines between related ‘symptoms’, causes, worldviews and convictions, and metaphors, indicating the nature of the relationship (e.g. with a text, a plus or minus symbol or an arrow).
