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Unwritten rules of visual thinking

For each day there is a main topic related to the things we are looking at. I call these topics "the four unwritten rules for visual problem solving." I use the word unwritten for two reasons. First of all, I never saw them written. And besides, they are so important that I do not want us to limit ourselves to simple recording. I want our brains to believe: we have chosen every rule, twisted, looked and thought about how it looks and what it means. Moreover, I want us to literally draw every rule.
Let's look at the problems that we have fixed a little earlier, a little bit different.
How confident are you in your ability to solve them? Personally, I am sure that I can find a way to solve a small problem (lost handles), and most likely I can solve the problem of moderate severity (being late in paying taxes) and I’m not at all sure about solving a major problem (cuts in budgets of all my clients). That is, I can at best solve half of my problems, and this seems rather unpleasant.
Let's look at the situation differently. The wording itself (I lose pens, I do not have time to file a tax return, I run out of money) is already pushing me to a decision (to stop losing pens, to file declarations in a timely manner, to earn big money).
This is good, because to solve a problem, I have to imagine what it is.
But if I'm really going to solve a problem, I should know more about it: What are its driving forces? Who are the players? What time or money are we talking about? When should the problem be solved? And, for starters, how did we get to this situation? The answer to questions of this kind, that is, the introduction of the problem into a framework that allows it to be solved, requires serious effort. And in the business world, all that requires effort, requires investment.
Great: we all know that we cannot do without money to solve business problems. But how often do we think about how much money goes to at least formulate a problem? This is really a serious matter, far more complicated than the solution of the problem itself. The ability to map components of a problem means that we understand the question well enough to be able to cope with it. But this is not the end: if we can effectively depict the players on the map, the elements of the problem, time, and other components, then, most likely, we have already drawn the solution; we just need to learn to see it.
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Unwritten rules of visual thinking

  1. Quick Review: Visual thinking on a napkin
    Visual thinking on a napkin: we can solve your problems with pictures You will not need long explanations if you read “Visual thinking”. Now I am talking about the same, but in more detail and consistently. If you are not familiar with the previous book, then here - in brief - its main provisions. I believe that we can solve business problems (whatever they are),
  2. The stages of the process of visual thinking
    The most important thing in visual thinking is to develop not the skills of drawing, but the ability to look and see. 1. View Collect and filter information • Scan the overall picture • Determine the boundaries of the vision • Choose the initial course of action 2. See Select and group information • Filter by usefulness and importance • Categorize and organize •
  3. The rule of visual thinking "6 x 6"
    Each of the six ways to see corresponds to a certain way to convey ideas to the audience. This table shows and classifies all the graphics for problem solving. It allows you to compare the main 6W axes and the SQVID imagination activation tool. This code, as a multiplication table, helps to determine which pattern to use, depending on what its
  4. Putting it all together: code of visual thinking
    To see the places where the 6 x 6 rule and the SQVID are superimposed on each other, we will do what we always do to solve the “where” problem — create a scheme *. * Remember, the 6x6 rule says that for the “where” problem we draw the scheme, for the “when” problem the time line, etc. I hope it is already clear to you how these simple elements are interconnected. We can really use them.
  5. How to use the code visually thinking: and again about tea ware
    A code of visual thinking can be considered a simple cheat sheet to which we turn when we need inspiration or third-party guidance. We already know (thanks to rule 6 xb) which pictures to draw, and (thanks to SQVID)) we understand which version is most appropriate in certain circumstances. All that gives the code is a visual combination of what we already know. To show,
  6. Roem Dan. The practice of visual thinking, 2013

  7. Roem Dan. The practice of visual thinking. Part II, 2013

  8. Roem Dan .. Visual thinking. Problem solving and selling ideas with pictures on a napkin, 2008

  9. Unwritten Rule I
    Anyone who is able to better describe the problem is more likely to solve it. I propose a question. If we are talking about business, then who will most likely receive money: a person who claims: “I see a problem” - or a person who says: “I see a problem, it looks like this, and its solution may look something like this”? If I had to allocate my limited resources to solve problems with
  10. Unwritten Rule 4
    This brings us to Unwritten Rule 4. When Microsoft executives asked me who created the software that allowed them to draw such “human” pictures, I knew that they did not mean some kind of deity or 300 million years of visual evolution. Their actions reinforced one of the most common beliefs of our time: we are supposedly unable to think successfully without
  11. Unwritten Rule 3
    Problems are not solved the most sensible or the strongest. They are decided by those who see the possibilities. We have already considered many problems, ranging from corporate rebranding and ending with the purchase of bananas. And if the main idea of ​​this book has not yet become clear to you, I will repeat it again: if we see a problem, then we see its solution. This is very important, and I want to be very clear. See
  12. Unwritten Rule 2
    We cannot solve a problem that captures us completely. In order to understand what we see, we need to break the problem into pieces that can be swallowed at a time. For most of us, it’s not easy to deal with complex problems, especially if they have many dynamic elements *. We humans can recognize patterns **, however it’s quite difficult for us to identify them when
  13. SESSION 11 Desmurgy. Rules for applying bandage dressings, dressings. First aid for sprains and fractures. Transport immobilization. Tire overlap rules.
    Objective: To teach students to perform dressings, apply dressings to any part of the body, identify the clinical symptoms of dislocations and fractures, and make transport immobilization of the victim. Test questions 1. Prepare for the final test on topics 7-10. 2. Desmurgy. Rules for applying a soft bandage dressing. 3. What bandage headbands you know. Show them
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