How to do experience extraction visualization?

In addition to meetings and training, I recently found that using visualization in the process of "experience extraction" may be a potential application scenario.

A few days ago, I read Sun Bo's Best Practices. This book is very thin, but after reading it, I have a clear feeling. The book puts forward a simple and clear framework to sort out the best practice extraction process, which has strong operability.

The so-called best practice or experience extraction refers to extracting the tacit experience of experts in the company and transforming these experiences into something that novices can learn in a structured way.

Examples in the book: the senior terminal manager of an airline is very experienced in handling passenger complaints in the case of large-scale delays, and can minimize major events; Ordinary counter staff often don't know how to deal with these angry passengers, and things get worse as a result. Therefore, it is of great value for airlines to extract the valuable experience of managers and let all front-line employees learn.

Why do you need special "extraction technology"? It is because many times an expert knows how to do it, but he is not clear or can't get to the point. Even some experiences have become a part of his instinct. Therefore, how to set the extraction target, let experts actively participate, ask important hidden experiences, and finally organize these contents into convenient tools is what this book is about.

Teacher Sun mentioned that many charts will be used in the final structured presentation, and during the interview, some experts will plunge into the whiteboard to write and draw, but there is no picture reference in the book.

So what links can be visualized? Here are some examples.

Clarify business requirements, using "Business Model Canvas" and "Impact Diagram"

The first step in extracting projects is to find out the pain points and needs of the business. Sometimes, like the example of the above airlines, what is the demand is very clear, so it is very direct to ask which expert to ask; Otherwise, it may be necessary to discuss their challenges and needs with business leaders. This book lists some problems, such as:

What is the profit model of our division? How do we make money?

What are the business objectives of our department this year? (quantitative description and qualitative description)

What factors can you perceive that are not conducive to achieving business goals, such as internal, external, surface, bottom, business, resources, talents and so on?

Many of these problems can be reflected in the "business model canvas", but the key is how to discuss it with this canvas instead of filling it in casually.

For example (I made it up): My friend Chen Kai bought a Cantonese restaurant. Of course, he wants to increase his income and reduce his cost. Let's take a look at his business model canvas. Of course, restaurants make money by selling food and drinks to customers. The value proposition may be "providing delicious and inexpensive Cantonese food", which may be nothing special.

However, if you follow the thinking of the third question above, this table can help you gain insight into some problems. For example, in the income source column, if the different income items of restaurants are subdivided, it will be found that "kitchen department (cooking)" accounts for more than 70%, "roast flavor department (cold dishes) accounts for about 20%, and the wine department is less than1%"; Alcohol income is an important source of profit for restaurants, and it needs more than 30% to make a profit. This may be an opportunity for improvement.

In terms of cost structure, because Mr. Chen's restaurant emphasizes real materials, the cost of ingredients exceeds 30%, and because the number of duplicate copies is not high, the cost waste of ingredients and scraps cannot be leveled. This is another chance.

For another example, Chinese restaurants rely heavily on the skills of chefs. Master Fu can obviously make the quality of attracting customers back, which can be said to be the key resource of the restaurant, but it is easy to be arrogant and brings certain difficulties to management. This is also an opportunity.

Therefore, the consultant should help Mr. Chen find a place where he can exert himself. At this time, you can try to do some screening with influence. Not all problems can be solved by empirical extraction. Empirical extraction is only applicable to those known problems, and the solution is relatively stable and repeatable. The book puts forward several situations that are most suitable for extraction:

The turnover rate of core talents in enterprises is high.

Some specific positions in enterprises need to copy talents in batches.

Different people in enterprises have different backgrounds (they need to learn from each other and integrate quickly).

Enterprises are the benchmark of the industry and want to build industry standards.

For the above three problems, in order to increase the income of drinks, we can bundle them through package sales, discount promotions, etc., or extract the experience of store managers (sales experts) to let ordinary waiters learn how to sell drinks when guests order.

As for the waste of ingredients, Lao Chen and the chef need to improve the menu together, which is not something that can be done by experience extraction.

Finally, regarding the management of masters, perhaps Mr. Chen Can can learn some communication methods, and he is more likely to find more spare tires, or use equity and dividends to restrain masters. None of this can be done by empirical extraction.

2.？ Use affinity diagram or mind map to draw scene diagram.

After discussing with Mr. Chen for a long time, I finally figured out where their needs are, and then chose a task suitable for expert experience extraction. Next, I must clarify the scene where this task happened. According to the dimensions of "people", "channels" and "activities" in the book-these dimensions are just the starting point, and there are many different situations, whether there are many dimensions or not-the consultant and teacher Chen described the following scenarios:

During the discussion, they also found that the store manager not only knows how to sell drinks, but also gives suggestions to customers on the collocation of dishes, such as: dining for four, ordering cold dishes and hot dishes, and the collocation of taste/taste, and will not make customers feel that he is pushing high-priced dishes. On the contrary, ordinary waiters only stand there and ask questions when ordering food, so this is a worthwhile task suitable for experience extraction.

3.？ In the process of extraction, three charts, flow, relationship and comparison, are used flexibly.

After defining the business requirements and describing the scene where the task occurs, you can enter the extraction stage. The book puts forward three main methods: reading expert working papers, personal interviews and expert seminars.

Interview is the most important method, because what we want to extract is the expert's tacit experience, especially how he accepts the cognitive steps of information, thinking and decision-making when doing a task, which can only be obtained through face-to-face communication.

Expert workshops are more suitable for enterprises with many different experts for the same task type, and they can collide with best practices through workshops.

The book proposes a SPAS framework:

a.？ The first step in the extraction process is to listen to experts share stories. For example, in Mr. Chen's restaurant, we interviewed A Qiang, the manager, and asked him to talk about some common problems in ordering food, so that he could warm up first and then bring the interview to his unique experience when ordering food. At this time, it will be very helpful to record the key points on the whiteboard, which can be roughly recorded according to the "story curve". In particular, we should grasp those difficulties and conflicts, bring out the experience that experts can't see, and pay attention to the setting of the original work. Scene correlation.

If a team is summing up experience, it is a good practice to use "historical mapping". Pay attention to face the picture when you do it, and draw while chatting, so as to stimulate everyone's association.

B. From the beginning of listening to the story, the consultant should know how to summarize the experts and gradually piece together the operation process of the experts in a certain scene, which is very similar to the "user story map", because the experts may say a general stage or a specific step, so this level difference can be reflected by moving the height of the post-it notes on the map.

C. When a scene is about to be extracted, the consultant also needs to check whether the extracted content is effective, and if it is not enough, experts need to supplement it. In particular, consultants need to guide experts to tell the challenges that novices will encounter at each step and how experts overcome these challenges. At this time, it can be sorted out by simple comparison diagram, and the expert's consideration can also be expressed by relational diagram.

d.？ Even if it is recorded, the things recorded on the spot will still be messy, so you should sort it out as soon as possible after the interview. At this time, various charts come in handy.

4. Output to different charts and storyboards.

There are five common forms of disseminating the extracted expert experience:

A. post operation process and collection:

In Mr. Chen's restaurant, the consultant distilled the store manager's ordering experience into PPT, such as customer ordering process, how to increase the sales of drinks, how to suggest food collocation for customers and so on. He printed PPT into a booklet and sent it to each waiter, and then arranged work counseling. Teacher Chen hopes to refine all kinds of business experience into a big book one after another to help restaurants expand into chain stores.

This operation flow is best demonstrated by photos or even videos. If you can't restore the scenes one by one, you can also use hand-drawn illustrations.

B. training courses:

Whether it is 1-2 days of face-to-face lectures, or 1-3 hours of micro-classes, seminars, etc.

C. job consultation:

The consultant also prepared counseling materials for Mr. Chen. In the future, the new store manager can train the waiters according to the steps of the tutorial materials, and standardize the words and deeds of the "master". The waiters taught by different "masters" are the same. Counseling materials should also help managers guide employees to reflect on themselves after different stages and tasks, and give feedback at the same time.

D. auxiliary tools:

The main available templates, lists, worksheets, voice cards, etc. A Qiang printed the words "customer ordering process" into small cards, and each waiter sent one for easy reference.

E. case:

Cases bring out challenges and solutions in different scenarios by telling stories, which are emotional and detailed, and are the best carrier of best practices. After it is done, it can be distributed to employees for reading or discussed in the form of a forum. Although Mr. Chen's restaurant is small, there are some stories worth sharing, such as: how they held his mother's birthday party for a demanding customer, arranged special dishes in the middle and decorated decorations everywhere; Finally, the birthday party was a great success, which made their family loyal customers and introduced many friends. This is a successful case of "how to exceed customer expectations".

Beware of false experience extraction

Experience extraction looks good. Is there a pit in here? Of course there is. For example, a salesman has a good performance. You interview him, and he listens to a lot. It turns out that his good performance is due to his close relationship with customers, which cannot be copied. In addition, experts with good sales performance and strong technical ability will also worry about "teaching apprentices and starving masters", so we should pay attention to the company's performance appraisal mechanism, and it is best to set up some rewards to encourage experts to share experiences. On the other hand, we should praise experts more, or let a group of experts have the enthusiasm of "playing tricks". Teacher Sun mentioned this point many times in the book. I recommended the teacher's article on WeChat: "Eight Pits to Avoid in Extracting Sales Experience".

abstract

The book "Best Practice Refinement" mainly introduces the operation process of one-on-one expert interviews, but not much about expert seminars. Teacher Sun stressed the need to keep the enthusiasm of many experts to participate, and arrange different groups in the seminar, so that experts have more opportunities to inspire each other and learn from each other. Guidance technology can also contribute a lot to practice here. Of course, in the scene of "a large number of people, no clear answer", visual thinking is more useful.