#Thought train diagram trial#

On the other, alignment diagrams reflect an organization’s offerings and processes. On the one side, they illustrate aspects of the individual’s experience-a depiction of aggregate behavior across archetypal users. Logically, alignment diagrams have two parts (Figure 1-2). Thus my definition of alignment diagram is less of a proposition for a specific technique than a recognition of how existing approaches can be seen in a new, constructive way. Such diagrams are not new and already used in practice. They are a category of diagram that illustrates the interaction between people and organizations. The term alignment diagram refers to any map, diagram, or visualization that reveals both sides of value creation in a single overview. By the end you should have a firm grasp of value alignment, the commonalities and key differences between diagram types, and the benefits of value alignment. In this chapter, I introduce the concept of alignment diagrams to describe a class of diagrams that visualize the story of interaction between individuals and an organization. Value-centered design starts a story about an ideal interaction between an individual and an organization and the benefits each realizes from that interaction. In his article “Searching for the Center of Design,” service design expert Jess McMullin defines value-centered design as follows: Within a short time, I was running workshops with senior leaders and showing my diagrams to CEOs.Ĭreating solutions by focusing on the interaction between individuals and organizations represents a perspective referred to as value-centered design. Concentrating on alignment allowed me to talk with business leaders and stakeholders about the importance of design in reaching their goals. More importantly, I was better able to connect the dots between human-centered design and business objectives. …the focus should not be on a specific technique, rather on the broader concept of value alignment. I realized the focus should not be on a specific technique, rather on the broader concept of value alignment. I wasn’t locked into one prescribed method over another. Viewing the commonalities of various diagrams opened up possibilities. After some comparison of several examples, a similar set of principles became apparent: these diagrams all represent the value creation equation in some way. Value lies at the intersection of individuals and the offering of an organization.Ī number of years ago, I was struggling to determine what type of diagram to use on a project: a customer journey map, mental model diagram, service blueprint, or something else. It’s where the experiences of individuals intersect with the offerings of an organization (Figure 1-1). Learn moreīut how do we locate the source of value in such a relationship? Simply put, value creation lies at the intersection of human interaction with the provider of a service.

#Thought train diagram trial#

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