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	<title>Dave Gray &#187; wot</title>
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		<title>Q-tools: An approach for discovery and knowledge work</title>
		<link>http://www.davegrayinfo.com/2008/06/04/q-tools/</link>
		<comments>http://www.davegrayinfo.com/2008/06/04/q-tools/#comments</comments>
		<pubDate>Wed, 04 Jun 2008 21:56:24 +0000</pubDate>
		<dc:creator>Dave Gray</dc:creator>
				<category><![CDATA[Ways of thinking]]></category>
		<category><![CDATA[q-tool]]></category>
		<category><![CDATA[q-tools]]></category>
		<category><![CDATA[waysofthinking]]></category>
		<category><![CDATA[work literacy]]></category>
		<category><![CDATA[workliteracy]]></category>
		<category><![CDATA[wot]]></category>

		<guid isPermaLink="false">http://www.davegrayinfo.com/?p=58</guid>
		<description><![CDATA[<a href="q-tools" title="Q-tools: An approach for discovery and knowledge work"><img src="http://farm3.static.flickr.com/2038/2551356017_be4194ddce_m.jpg" alt="Q-tool: Flanker" /></a><p>A set of standard questions that can be applied consistently to different situations might form the basis of a standard toolkit for information discovery and design.]]></description>
			<content:encoded><![CDATA[<p>What is information design? And in a world where, slowly but surely, everything is being translated into, and expressed as, information, how do you begin to think about organizing the massive amounts of information we&#8217;re generating every day? What are the most successful strategies for thinking with, manipulating and organizing information?</p>
<p><span id="more-58"></span></p>
<p><img class="alignnone" src="http://farm4.static.flickr.com/3055/2551393063_228cfd1bd4.jpg" alt="Google home page" /></p>
<p>Google, one of the superstars of the information age, has recognized something important: that the internet does not need to be organized until you want to ask it a question. The entire Google business model is built around this premise: just-in-time organization. As soon as you have a question, Google will attempt to organize all available information in rank order, from most relevant to least relevant.</p>
<p>This would seem to be an ideal method for organizing information, and Google&#8217;s business success is a testament to this.</p>
<p>You can think of a question as a tool that you can use to increase your knowledge or reduce uncertainty. In fact, a question may be the most basic tool for gaining knowledge and working with information. If this is so, then it makes sense to ask which kinds of questions are best suited to different kinds of information challenges. A set of standard questions that can be applied consistently to different situations might form the basis of a standard toolkit for information discovery and design.</p>
<h2>Q-tools</h2>
<p>The list below attempts to define a set of &#8220;Q-tools&#8221; that may be used to generate, sort, classify and perform operations on information. This is not intended to be an exhaustive list, but more of a starting point for discussion. I have also added some alternative names for each Q-tool.</p>
<p><img class="alignleft" src="http://farm4.static.flickr.com/3091/2551356083_e6428d66a9_m.jpg" alt="Prism" />A <strong>prism</strong> is a question that divides information into smaller groups. The purpose of a prism is to break down information into categories or subgroups. An example might be &#8220;What are the parts of this system?&#8221; Prisms are used extensively in scientific inquiry. They are also used in organization design to map the departments and sub-departments of a company. An example question used in this activity might be &#8220;What roles are required to deliver this functionality?&#8221; To create a prism, define a question that can be used to divide a unit of information into its constituent parts. Alternative names: Divider, separator, splitter, brancher.</p>
<p>Examples:<br />
&#8220;What are the components?&#8221;<br />
&#8220;What is it made of?&#8221;<br />
&#8220;What resources are required to make this happen?&#8221;</p>
<p><img class="alignleft" src="http://farm3.static.flickr.com/2038/2551356017_be4194ddce_m.jpg" alt="Razor" />A <strong>razor</strong> is a question that divides information into two categories, based on relevance. The purpose of a razor is to define a boundary which can be used to sort any incoming information , and determine whether it lies inside our outside the boundary. A simple example: &#8220;Is this information relevant to me right now?&#8221; Productivity expert David Allen uses razors such as &#8220;Is it actionable?&#8221; as a method to process inbox information and increase productivity. A razor can also be used to sort things into rank order by asking of any two items &#8220;Which is more important?&#8221; To create a razor, define a question that can be answered only two ways, such as yes/no, or in/out. Alternative names: Cutter, fin, blade.</p>
<p>Examples:<br />
&#8220;Is this relevant to the issue at hand?&#8221;<br />
&#8220;Can it be used to&#8230;?&#8221;<br />
&#8220;Can you eat it?&#8221;<br />
&#8220;Can you find it in a grocery store?&#8221;<br />
&#8220;Can it be used to make a cake?&#8221;<br />
&#8220;Which is more important?&#8221;</p>
<p><img class="alignleft" src="http://farm4.static.flickr.com/3084/2552179752_2249456eee_m.jpg" alt="Generator" />A <strong>generator</strong> is a question that has a potentially unlimited number of answers. The purpose of a generator is to explore new or unknown territory and to find knowledge that may be hidden and make it explicit. An example might be &#8220;What kinds of things are possible?&#8221; Open questions are used by inventors to stimulate discovery, for example: &#8220;How might we transport sound over great distances?&#8221; To create a generator, define a question that has an unlimited set of possible answers. Alternative names: Spout, spring, opener.</p>
<p>Examples:<br />
&#8220;How might we&#8230;?&#8221;<br />
&#8220;What might happen if&#8230;?&#8221;<br />
&#8220;What kinds of things could&#8230;?&#8221;<br />
&#8220;What is the meaning of life?&#8221;</p>
<p><img class="alignleft" src="http://farm3.static.flickr.com/2289/2552179776_61fed57180_m.jpg" alt="Peeler" />A <strong>peeler</strong> is a single question that, when repeated, drives attention to deeper and deeper levels, like the peeling of an onion. The purpose of a peeler is to penetrate beyond superficial levels in order to get to the heart of the matter. An example might be &#8220;Why?&#8221; Taiichi Ono, the designer of Toyota&#8217;s production system, described &#8220;Five whys&#8221; as the basis of Toyota&#8217;s approach, because by the time you have asked why five times, the nature of the problem as well as its solution becomes clear. But a peeler does not have to use the word &#8220;why.&#8221; Another peeler results from using the question &#8220;How does that work?&#8221; This approach has served science for many years and has led to deeper and deeper levels of the onion, from atoms to particles and beyond [Is it fair to call this reductionism?]. To create a peeler, define a single question that can be asked repeatedly to drive to deeper and deeper levels of an issue. Alternative names: Ladder, drill, hammer, spike, repeater.</p>
<p>Examples:<br />
&#8220;What else?&#8221;<br />
&#8220;And?&#8221;</p>
<p><img class="alignleft" src="http://farm4.static.flickr.com/3060/2552180012_44e8b40f7e_m.jpg" alt="Flanker" />A <strong>flanker</strong> is a question that seeks patterns or ideas that are similar. The purpose of a flanker is to think laterally and find an analogous situation that may help you think about things differently. An example might be &#8220;How might you approach this problem if you were a chef?&#8221; Flankers are used to break out of existing thought patterns that may cause blind spots. To create a flanker, define a question that approaches your situation from an oblique or unexpected angle. Flanker may be a subcategory of generator. Alternative names: Similator, Analogizer, slider, sider, shifter, sidestepper, lateral.</p>
<p>Examples:<br />
&#8220;How might this look from the opposite side?&#8221;<br />
&#8220;What would we do if we wanted to create this problem instead of solve it?&#8221;</p>
<p><img class="alignleft" src="http://farm4.static.flickr.com/3145/2552179838_0637c8e645_m.jpg" alt="Splicer" />A <strong>splicer</strong> is a question that combines information, or sets, into groups. The purpose of a splicer is to find larger categories and simplify collections of information. An example might be &#8220;What do these things have in common?&#8221; Splicers are used to classify information and build hierarchical information structures. For example, any invertebrate animal that has four pairs of legs, no antennae and no wings may be considered as a members of a single class which we call arachnids. Splicers are also used in a process called affinity mapping, a process designed to find similarities in large groups of information. Another example might be &#8220;What things feel like they belong together?&#8221; To create a splicer, define a question that can be used to find commonality. Alternative names: Merger, on-ramp, combiner, fuser.</p>
<p>Examples:<br />
&#8220;What are the similarities?&#8221;<br />
&#8220;What group does this belong to?&#8221;</p>
<p>A <strong>pointer</strong> is a question that has a well-defined or broadly agreed-upon answer, or set of answers. The purpose of a pointer is to gather specific information, for example: &#8220;What is your name?&#8221; Pointers are used extensively to collect information for the purposes of comparison and quantitative analysis. Census data would be an example. To create a pointer, define a question that is likely to have one, and only one, answer. Alternative names: Finder, getter, coupler.</p>
<p>Examples:<br />
&#8220;What is your gender?&#8221;<br />
&#8220;How old are you?&#8221;<br />
&#8220;What is your primary address?&#8221;<br />
&#8220;How many languages do you speak?&#8221;</p>
<h2>Other Q-tools that might be worth exploring:</h2>
<p>The <strong>essay question</strong> is particularly interesting. I think there&#8217;s a benefit to a tool whose purpose is to generate a story or narrative. For example, &#8220;Tell me about a time when&#8230;&#8221;</p>
<p>Another might be an <strong>estimator</strong>, to use when you need to make an educated guess. Such cases are quite common in business, because most business plans are actually a combination of goals and educated guesses. Budgets, agendas and project plans are examples. An example of an estimator might be &#8220;How much will this cost?&#8221;</p>
<p>Another way that q-tools can be useful is to help define the purpose of a question. For example, &#8220;What is the scope of the project&#8221; could be a generator (open question, exploratory) or it could be a pointer (specific request for information). There are many occasions when a pointer could look like a generator and vice versa, causing a lot of potential confusion. Common use of q-tools would make such distinctions explicit.</p>
<p>1. The questions we use in tests and school might be worth exploring:<br />
- a. Word problem<br />
- b. Essay question<br />
- c. Multiple choice<br />
- d. True/false (falls under razor)<br />
2. The Zen koan, exploring the nature of paradox<br />
3. The riddle</p>
<p>I&#8217;d appreciate any thoughts that you have for additional Q-tools, as well as your thoughts about what they might be called. It seems to me that tool names should reflect the use of the tool as much as possible (a drill drills, a screwdriver drives screws, a hammer hammers, etc.). I have chosen the names with that in mind.</p>
<p>I&#8217;ll try to keep this list updated as new Q-tools are defined.</p>
<p>Please share your thoughts!</p>
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		<slash:comments>16</slash:comments>
		</item>
		<item>
		<title>3d: A model for learning and improvement</title>
		<link>http://www.davegrayinfo.com/2008/03/31/3d-a-model-for-learning-and-improvement/</link>
		<comments>http://www.davegrayinfo.com/2008/03/31/3d-a-model-for-learning-and-improvement/#comments</comments>
		<pubDate>Tue, 01 Apr 2008 00:11:36 +0000</pubDate>
		<dc:creator>Dave Gray</dc:creator>
				<category><![CDATA[Ways of thinking]]></category>
		<category><![CDATA[Visual thinking]]></category>
		<category><![CDATA[work literacy]]></category>
		<category><![CDATA[workliteracy]]></category>
		<category><![CDATA[wot]]></category>

		<guid isPermaLink="false">http://www.davegrayinfo.com/?p=17</guid>
		<description><![CDATA[<a href="http://www.davegrayinfo.com/2008/03/31/3d-a-model-for-learning-and-improvement/" title="3d -- A model for learning and improvement by Dave Gray"><img src="http://farm3.static.flickr.com/2327/2366955816_349db3fa97_m.jpg" width="228" height="239" alt="3d -- A model for learning and improvement" /></a><p>The 3d model works because, unlike many business thinking, planning and execution activities, it's easy and natural; we do it instinctively.</p>]]></description>
			<content:encoded><![CDATA[<p>All learning and improvement begins with action &#8212; with doing. For example, as a child you touch a hot stove.</p>
<p><span id="more-17"></span></p>
<p>Action leads to discovery; in this case, the discovery that the action led to pain, burning, discomfort.</p>
<p>Based on this discovery you design new ways of interacting with your environment.</p>
<p>Based on your design you do things differently. Over time this leads you closer and closer to your ideal relationship with your surroundings.</p>
<p>The entire process is called successive approximation.</p>
<p>Successive approximation is the secret sauce that makes methods like agile programming work so well.</p>
<p>It&#8217;s the same process that is at work when you have a conversation.</p>
<p>You say (do) something, and then, based on the feedback you receive (body language, facial expression, reply) you discover something, based on which you design your next utterance, etc.</p>
<p>Successive approximation works because, unlike many business thinking, planning and execution activities, it&#8217;s easy and natural; we do it instinctively.</p>
<p><img class="alignleft" src="http://farm3.static.flickr.com/2159/2388824994_6f8edc278d.jpg" alt="3d model" /></p>
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		<slash:comments>4</slash:comments>
		</item>
		<item>
		<title>The rule of thirds</title>
		<link>http://www.davegrayinfo.com/2008/03/31/the-rule-of-thirds/</link>
		<comments>http://www.davegrayinfo.com/2008/03/31/the-rule-of-thirds/#comments</comments>
		<pubDate>Tue, 01 Apr 2008 00:06:52 +0000</pubDate>
		<dc:creator>Dave Gray</dc:creator>
				<category><![CDATA[Ways of thinking]]></category>
		<category><![CDATA[composition]]></category>
		<category><![CDATA[design]]></category>
		<category><![CDATA[rule of thirds]]></category>
		<category><![CDATA[work literacy]]></category>
		<category><![CDATA[workliteracy]]></category>
		<category><![CDATA[wot]]></category>

		<guid isPermaLink="false">http://www.davegrayinfo.com/?p=15</guid>
		<description><![CDATA[The rule of thirds is a principle of composition that helps you keep your images dynamic.]]></description>
			<content:encoded><![CDATA[<p><img class="alignleft" src="http://farm4.static.flickr.com/3210/2370922423_d73400a8c9.jpg" alt="The rule of thirds" />The rule of thirds is a principle of composition that helps you keep your images dynamic.</p>
<p><span id="more-15"></span></p>
<p>It gives you eight elements to work with &#8212; four lines and four intersections. Placing points of interest along the lines or at the intersections tends to create a more interesting composition.</p>
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		<title>Seven C&#8217;s of communication design</title>
		<link>http://www.davegrayinfo.com/2008/03/31/seven-cs-of-communication-design/</link>
		<comments>http://www.davegrayinfo.com/2008/03/31/seven-cs-of-communication-design/#comments</comments>
		<pubDate>Mon, 31 Mar 2008 21:18:38 +0000</pubDate>
		<dc:creator>Dave Gray</dc:creator>
				<category><![CDATA[Ways of thinking]]></category>
		<category><![CDATA[7]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[design]]></category>
		<category><![CDATA[information design]]></category>
		<category><![CDATA[seven]]></category>
		<category><![CDATA[wot]]></category>

		<guid isPermaLink="false">http://www.davegrayinfo.com/?p=10</guid>
		<description><![CDATA[The seven C's lay out a simple sequence which can help you start broadly and work your way down to specifics.]]></description>
			<content:encoded><![CDATA[<p><a href="http://photos1.blogger.com/blogger/3647/29/1600/GifsNpics%20054.3.jpg"><img style="margin: 0px 10px 10px 0px; float: left;" alt="" src="http://photos1.blogger.com/blogger/3647/29/200/GifsNpics%20054.0.jpg" border="0" /></a>Do you design your communications or do they just kind of happen? When your communication is important &#8212; that is, when you want it to be remembered &#8212; you need to think carefully and design it to resonate with your intended audience.</p>
<p><span id="more-10"></span></p>
<p>Designing your communication is an iterative process. It begins at a high level, with good questions and <a href="http://communicationnation.blogspot.com/2005/11/how-to-listen.html">good listening</a>; and ends in details; constructing a presentation, document, system or user experience.</p>
<p>You can improve your communication by thinking about seven &#8220;C&#8217;s&#8221; of communication design: The seven C&#8217;s lay out a simple sequence which can help you start broadly and work your way down to specifics.</p>
<p>Here are the seven C&#8217;s, in order:</p>
<p><strong>1. Context.</strong><br />
What&#8217;s going on? Do you understand the situation? Is there a <a href="http://communicationnation.blogspot.com/2005/09/dead-elephant-in-middle-of-room.html">dead elephant in the middle of the room</a> that you&#8217;re not aware of? <a href="http://communicationnation.blogspot.com/2005/08/master-art-of-asking.html">Ask good questions</a>. You&#8217;ll need a clear goal before you begin to design any communication. Ask: <a href="http://communicationnation.blogspot.com/2005/08/whodo.html">who are you talking to and what do you want them to do?</a></p>
<p><strong>2. Content.</strong><br />
Based on your goal, define <a href="http://communicationnation.blogspot.com/2005/11/how-to-measure-your-communication.html">a single question</a> that your communication is designed to answer. This is the best possible measure of communication effectiveness. What do you want your audience to walk away with and remember? Once you have defined your prime question, set out to answer it. What information is required? Do you have the answer already, or do you need to search it out?</p>
<p><strong>3. Components.</strong><br />
Before you build anything, break down your content into basic &#8220;building blocks&#8221; of content. Formulate the information into clusters and groups. What patterns emerge? How can you make the information more modular? Given your goal, what is the most fundamental unit of information? You can use <a href="http://wiki.43folders.com/index.php/Index_Cards">index cards</a> to break down information into modules.</p>
<p><strong>4. Cuts.</strong><br />
This is one of the hardest parts of the process and most often neglected. People&#8217;s attention will quickly drift &#8212; they expect you to get to the point. <a href="http://communicationnation.blogspot.com/2005/09/how-much-information-is-too-much.html">Learn to edit</a>. <a href="http://communicationnation.blogspot.com/2005/10/kill-your-little-darlings.html">Kill your little darlings</a>.</p>
<p><strong>5. Composition.</strong><br />
Now it&#8217;s time to design the way you will tell your story. Think in terms of both written and visual composition. When writing; who are your main characters? How will you set up the scene? What are the goals and conflicts that will develop? How will the story reach resolution? In visual terms; where will the reader begin? How will you lead the eye around the page? In <em>all</em> your compositional thinking; how will you engage your audience? How will you keep them engaged? <a href="http://communicationnation.blogspot.com/2005/10/writing-it-down-forces-you-to-think-it.html">Writing it down forces you to think it through</a>.</p>
<p><strong>6. Contrast.</strong><br />
What are the differences that matter? Use contrast to highlight them: Big vs. little; rough vs. smooth; black vs. white. When making any point, ask, &#8220;in comparison with what?&#8221; Contrast is a trigger to the brain that says &#8220;pay attention!&#8221;</p>
<p><strong>7. Consistency.</strong><br />
Unless you&#8217;re highlighting differences, keep things like color, fonts, spacing and type sizes consistent to avoid distracting people. Research shows that any extraneous information will detract from people&#8217;s ability to assimilate and learn.</p>
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		<title>Lines of communication</title>
		<link>http://www.davegrayinfo.com/2008/03/02/lines-of-communication/</link>
		<comments>http://www.davegrayinfo.com/2008/03/02/lines-of-communication/#comments</comments>
		<pubDate>Mon, 03 Mar 2008 03:54:21 +0000</pubDate>
		<dc:creator>Dave Gray</dc:creator>
				<category><![CDATA[Ways of thinking]]></category>
		<category><![CDATA[business]]></category>
		<category><![CDATA[communication]]></category>
		<category><![CDATA[lines of communication]]></category>
		<category><![CDATA[strategy]]></category>
		<category><![CDATA[wot]]></category>

		<guid isPermaLink="false">http://www.davegrayinfo.com/?p=37</guid>
		<description><![CDATA[In war, the first thing an army will attack is the enemy's lines of communication. Why? Because success depends on people, who can only act on information they have received and understood.]]></description>
			<content:encoded><![CDATA[<p><a href="http://photos1.blogger.com/blogger/3647/29/1600/LinesofCommunication.jpg"><img style="margin: 0px 100px 10px 0px; float: left;" alt="" src="http://photos1.blogger.com/blogger/3647/29/400/LinesofCommunication.jpg" border="0" /></a>In war, the first thing an army will attack is the enemy&#8217;s lines of communication. Why? Because success depends on people, who can only act on information they have received and understood.</p>
<p><span id="more-37"></span></p>
<p>The Internet was originally developed to enable rapid and reliable communication in times of war. Ironically, the resulting improvements in information flow have also spawned a fog of confusion. The volume of information that’s now available leaves many people overwhelmed, stressed and confused.</p>
<p>Advances in technology and genetics continue to change the business landscape in dramatic ways. There will be winners and losers, and businesses who can rapidly deploy understanding to their extended value chain — both inside and outside their “four walls” — will win.</p>
<p><a href="http://www.box.net/public/3b8m61d7ol">Click here to download</a> Lines of Communication, a visual map of the complex information flows within a typical large enterprise, courtesy of your friends at <a href="http://xplane.com/">XPLANE</a>.</p>
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