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Affinity Diagram
In business we are often faced with understanding problems and challenges that face our organization. Often these challenges are not clearly identified and need to be coaxed into clarity. A series of tools are available for helping to improve processes. These tools, fourteen in all, were defined by the Japanese Union of Scientists and Engineers for improving process and quality (Second seven tools, 2007). The first seven of these tools are frequently used for quantitative means, while the second seven tools are used more for qualitative situations (Second seven tools, 2007). Within the second seven tools is a useful tool called an affinity diagram.
Ease of use and why.
The affinity diagram is a tool used to collect large amounts of data and organize them based on their natural relationships (The Balanced Score Card Institute, 1996). The process begins by silently writing down ideas on separate pieces of paper, or post-it-notes. Once this brainstorming has taken place these ideas are collected and randomly placed on a board or wall. The sequence continues by moving the ideas into similar groupings. The resulting groupings are then classified and documented.
The process is extremely easy to implement and offers unique insight on a topic by incorporating many ideas from multiple sources. The process seems to encourage new ways of thinking about a problem.
Insights the tool provided to you about your organization.
In application in my current organization new ideas emerged on the cause of some of our challenges. Where once a group of managers would sit and discuss a few causes for the slow pace of delivery, when new sources provided their ideas and insight, new groupings appeared offering intriguing paths we are now able to evaluate and approach. Some specific examples of new focus areas include technical limitations, and conflicting task prioritizations, where previously pure effort had been the focus.
Whether you would use the tool again and in what circumstances.
More information leads to better decision making. Too much information however, can be overwhelming. This tool provides a way to organize subjective elements into a meaningful model. I would use this again when presented with a question or problem that requires a solid understanding before a course can be plotted. I see a use for this in an informal means as well. In meetings with peers and colleagues the same question can be asked to multiple parties separately. The answers can later be moved to a board for organization. This tool is useful in a formal brainstorming session with multiple people in the same room as well as informal organization of ideas.
Works Cited
Second seven tools. (2007). Retrieved 12 2008, from Improvement Encyclopedia: http://syque.com/improvement/Second%20seven%20tools.htm
The Balanced Score Card Institute. (1996, Jan 30). Basic Tools for Process Improvement: AFFINITY DIAGRAM. Retrieved Dec 2008, from The Balanced Score Card Institute: http://www.balancedscorecard.org/Portals/0/PDF/affinity.pdf
Christopher Grant 