Creating a Visual Call to Action by Scott Williams, CEO and Founder of Maga Design

Reposted from the Dig South Blog at http://www.digsouth.com/creating-a-visual-call-to-action/

The evidence of Superpowers is the ability to exert influence, to get people to take action. The ability to influence the behavior of a person, organization, process, or situation is not rooted in supernatural abilities, but in knowing how and when to utilize the right tools.  In my world, it’s about how to structure messaging, visually and syntactically, in order to have the maximum impact.

Because there’s only so much information a single page can hold, finding metaphors that convey your core message is a superpower. Deciding how to use the page’s remaining “real estate” and analyzing the key messages and their hierarchies is an important next step. After much reflection, and some important back and forth on the drawing board, the end product is a visual map that compels action.

We helped a software sales team put their new-to-the-world software offering on one page; less than a year later, IBM acquired the company.  These one-page communications, aka maps, spur this kind of tangible impact because they are the equivalent of internal cause marketing — marketing that makes ideas visible for the organization. When we provide this for our clients, we help them bring their most closely held visions to life. Maps let us do this, and mapmaking, this wondrous superpower, is enough to make anyone feel like bursting from a phone booth and taking on the world.

Maps are persistent reference tools, built to last and outliving the flavor of the day. Maps invite interaction, whether around a table, across a desk, up on a wall or on a computer screen: maps generate a reason to discuss and reframe organizational communications in visual terms.  Maps are a visual call to action.

 

What is Technology? By Scott Williams, CEO and Founder, Maga Design, Inc.

In the 1984 press release announcing the first Macintosh Advanced Personal Computer, Steve Jobs touted: “Macintosh easily fits on a desk, both in terms of its style of operation and its physical design . . . It takes up about the same amount of desk space as a piece of paper. With Macintosh, the computer is an aid to spontaneity and originality, not an obstacle. It allows ideas and relationships to be viewed in new ways. Macintosh enhances not just productivity, but also creativity.”

It’s just over 30 years later, and time has showed that in many ways, Jobs’ words ring true.  It would be impossible to quantify the units of productivity and creativity generated by Mac and other personal computing products, which includes a range of applications, and devices from tablets to phones, and everything in between.  Technological advancements are making us smarter, better, faster, and more connected every day.

And yet, we are in some ways feeling the burden of technology.  There is a lot of buzz about the need to unplug because of the overwhelming volume of information.  Technology, in some instances, actually limits productivity by making distractions more readily available, and detachment from other human beings easier to sustain (I’m looking at you, social media).  There are many forms of technology that actually interfere with our ability to exchange information, resulting in “Death by PowerPoint.”

But blaming the technology is too easy.  Technology isn’t the problem.  By definition, technology is “anything that you make in order to solve a problem, to improve upon existing technology, to achieve a goal, or to perform a specific function.”  By that logic, a pen and paper can be the most innovative form of technology available to you if you’re using it in the right way.  If you’re feeling like technology is failing you, ask yourself — am I just doing it wrong?

I work with hundreds of clients in the IT space, from the CIO of a major government agency in Washington to agile developers right here in Charleston. Most of the time, the problem isn’t technology. The problems are things like decision paralysis, misinformation, or lack of information altogether. These aren’t technology problems: these are human behavior problems.

Those who are truly successful in this Big Data, agile development, rapid prototyping world approach the use of technology like an orchestra conductor. I leverage existing technology, like graphic facilitation, design software, and custom interfaces, to help people and groups to map out their goals and identify the things they have to accomplish (or overcome) in order to achieve success. My technology doesn’t live in a single device or application. It’s a way of weaving together applications, tools, devices, information, and images to drive human behavior. Don’t focus on the symptom, which may be rooted in some form of technology, focus on the root cause of your problem — people.  And use technology to get them all to play in perfect harmony. This approach itself is a form of technology, and there are no minimum system requirements for it to function, perfectly.

Post authored by Scott Williams, Founder and CEO of MAGA Design for the Dig South Conference in Charleston, SC this week.

Visualizing the Outcome Means Seeing the Steps Along the Way by Sheldon Reiffenstein and Elizabeth Pfeifer

We have been taught over the past decade or so to visualize our goals. Teachers are told to plan their lessons with the end (the assessment of learning) in mind; doctors devise treatment plans consisting of various components to cure a patient; and athletes are coached to visualize the race in their heads before exiting the gate. Making it to the end,however, isn’t just about seeing a smiling student waving an “A+” test, a cancer patient sobbing with joy at being told they are in remission, or a skier crossing the finish line. Visualization also consists of being able to see – and thus plan for – the steps involved in the process.

The New York Times recently ran a terrific series of graphics involving Olympic Slalom gold medalist Mikaela Shiffrin’s winning run. The graphic is composed of a series of pictures taken yard-by-yard just as she had trained to see it. This type of visualization has been called small multiples by Edward Tufte, who has been called the world’s leading analyst of visual information. Small multiples, says Tufte, “visually enforce comparisons of change,” allowing for uninterrupted visual reasoning.∗  Notice, at one point how Shiffrin almost loses control, falls back on her skis for the slightest moment, but recovers to win the gold medal. Small multiples are just one way to visualize the steps to success.

Business journeys rarely run completely smoothly. Almost inevitably, a business will “fall back on its skis” as some problem occurs that has the potential to knock it off course. But, like the teacher, the doctor and the athlete who have planned their course, when a customer can harness the power of the visualization process, they have the ability to readjust and, using their visual map of steps to successful outcome, they can recover and achieve their goal.

 

Tufte, E. (1990). Envisioning Information. (p. 67). Cheshire, CT: Graphics Press LLC.