Draw your roadmap to an interoperable future


Vision mapping is one the most exciting and rewarding techniques Stewards of Change™ uses to support organizations in reaching their interoperability goals. Based on a highly interactive, graphical strategic planning process originated by The Grove Institute, it is excellent for rapidly distilling the thinking of a diverse group of conference and workshop participants around challenging topics. It is a method for “making thinking visual.”

           

 

While the group shares ideas and distills them through an iterative process, an artist interprets the output and graphically illustrates them in a mural that, ultimately, represents the key points to emerge from the discussion. The real-time approach and participatory nature of the work gives contributors a sense of ownership and enables them to share the experience and the results. By taking the Change Vision Landscape back to work, embedding it throughout the organization and integrating it in “train-the-trainer” models for ongoing use, they share with colleagues clear, consistent messaging about the path to interoperability, and solicit input from the entire organization. This powerful tool for conveying emerging messaging and priorities is often used as a change management tool. Its graphic nature and use of icons to represent key principles appeal to visual learners.

The original Human Services Change Vision Landscape, based on input from 75 participants at SOC’s 2007 national conference, represents a starting point in defining a common vision for the ideal interoperable human service organization that is customer-centric, family-focused, community-engaged and technology-enabled. For example, each of the following concepts shared by the conference participants is symbolized graphically in the initial Change Vision Landscape:

» Human services organizations have a complete view of the child and the family
» Caseworkers feel a high level of satisfaction; they get immediate feedback from the data center
» Optimized processes allow for ease of service delivery
» Technology is a tool to allow for more time with the family
» Accountability has shifted from blame-finding to shared accountability
» Qualitative and quantitative measures are transparent, time-sensitive and align with delivering consumer satisfaction

We develop variations of this 18-foot mural during many of our consulting projects and training programs, working with individual organizations and teams to customize and refine it to reflect their unique needs and capabilities in pursuing interoperability.

The Change Vision Landscape process encompasses a broad range of exercises to explore and articulate an attainable “To Be” future vision for the organization over the next three to five years. We explore the human, technical, organizational and operational aspirations and competencies essential to achieve interoperability.

Similarly, we use the InterOptimability Roadmap, a large mural that serves as a companion to the original Change Vision Landscape, to articulate the key principles associated with each of the 10 change drivers.

While the Change Vision Landscape provides recognizable graphic icons that help align the organization’s vision and values with a common image of the future, the InterOptimability Roadmap translates that ideal “To Be” scene into actionable principles that can be shared to create organizational awareness and provide a foundation for interoperability assessment, planning and training.

The InterOptimability Roadmap uses the change drivers to articulate the key principles and highpriority action steps emerging from the change visioning process. It serves as the foundation for subsequent project planning and management activities associated with interoperability implementation.