One of the most common challenges of facilitation is transforming a diverse group of people into a cohesive team with a shared vision. We've been talking in this series about the power of focus. One method I often suggest to my clients for overcoming this challenge by using the power of focus is the Context Map.

In this post we'll:

1. Define and describe the Context Map.
2. Give some pointers on how to use it effectively.
3. Talk about some side benefits I've realized from using it.
4. Provide a link to a great example of a context map

The Context Map: What is it, anyway?

A context map is a graphic tool used to capture the group's understanding of external forces at work relative to the organization under discussion. I like to use the one by Grove because it allows me to display the big picture but focus on the individual parts in the exercise. I also like the way the template uses large, sweeping arrows to draw the eye toward the center of the diagram. They also provide a neat way to categorize the forces.

Some of the areas a context map captures are:

• Trends – economic, technology, regulatory, demographic
• Forces -  competitive, market
• Factors – cultural, political

Context maps can also be adapted to many efforts aside from strategic visioning. For example, the Bredemeyer Architecture Method uses this as part of their Software Architecture process.

Tips and Pointers (no pun intended)

When using this map I like to work with the group to first identify some of the categories we will be exploring as part of the exercise. I make sure I use a red pen to label the different arrows so that the categories are consistent and easy to spot.

I then choose a place to start based on the interest of the group. Brainstorming begins at this point. I like to get them talking about the ideas they propose while I capture them on the template. Sometimes it is helpful to capture the name of the person offering the idea so that we can follow up later for further clarification.

I also find it very helpful to have at least one person taking notes on a laptop. They capture more detail than what I am able to write down on the template. It is helpful to have a word table already available on the laptops so the note taker can concentrate on filling in the cells with the comments.

This brings me to an important point. In every engagement I have done we have taken the time to capture all the information digitally and publish a book shortly after the session. This has immense value in making the session memorable and making sure the momentum continues after the event. The half-life of the excitement and enthusiasm for these kind of efforts is very short unless it is actively nurtured and fed after the fact. Publishing a book of the event not only increases the half-life, it provides good documentation to build on going forward.

To capture the information necessary to publish a book requires a fair amount of planning and  preparation before the event.

• Templates need to be drawn or purchased before had.
• Word documents and templates need to be created. I like to create as much of the book as possible before the event.
• Supplies need to be purchased and assembled such as extra paper, very large post-it notes, pens that don't bleed through the paper.
• Plan to bring a digital camera to get pictures of all the flips charts and templates used.

Finally, all of the information on the template needs to be transferred to the word table and printed out for review by the team after a break. It is easy to spot holes and inconsistencies when viewing the information in table form. Doing this step will provide a much better end product.

What You Get Is More Than What You See

One of the most valuable benefits realized from this exercise is the unifying effect on the group being facilitated.

• They have created something together.
• Everyone sees the issues confronting the organization.
• They have all had an opportunity to discuss them with each other.

This effort alone goes a long way toward the change management effort that most of these efforts require for success.

Another valuable benefit you will realize from this exercise is having a solid basis for answering the question, "Why?"

• Why are we doing this project?
• Why should I care about this?

Answers to these questions provide one side of the business justification equation. Answer to these questions are what your project is all about.

The questions provide answers to challenges to the project such as, "What happens if we don't do this project?"

Yes, the effects of a good Context Mapping exercise can be felt throughout the life the project and beyond. Are you working on a project or effort that would benefit from a context mapping exercise? if you have used this in the past please give us your experiences and tips using the comment form below.

RESOURCES

In case you missed the link earlier in this post you can learn about the Context Map by Grove by clicking here.