73 1. What is Mind Mapping (Visual Links)? C. Mind Mapping a problem is to draw the key term and as many A good way to reframe or redefine a visual links as you think relevant. This helps to structure and restructure your visual links as you think relevant. thoughts. It is sometimes called visual brainstorming, think bubbles, visual think- ing or visual links. Tony Buzan developed this idea into a concept called mind map- ping (Buzan, 1993). It works well for individuals and can be used in groups [1] A mind map is a diagram used to represent words, ideas, tasks or other items linked to and arranged around a central key word or idea. It is used to generate, visualize, structure and classify ideas, and as an aid in study, organization, problem solving, decision making and writing. It is an image-centred diagram that represents semantic or other connections between portions of information. By presenting these connections in a radial, non-linear graphical manner, it encourages a brainstorming approach to any given organizational task, eliminating the hurdle of initially establishing an intrinsically appropriate or relevant conceptual framework to work within. A mind map is similar to a semantic network or cognitive map but there are no formal restrictions on the kinds of links used. The elements are arranged intuitively according to the importance of the concepts and they are organized into groupings, branches, or areas. The uniform graphic formulation of the semantic structure of information on the method of gathering knowledge, may aid recall of existing memories. Mind maps (or similar concepts) have been used for centuries, for learning, brain- storming, memory, visual thinking and problem solving by educators, engineers, psychologists and people in general. Some of the earliest examples of mind maps were developed by Porphyry of Tyros, a noted thinker of the 3rd century as he graphically visualized the concept categories of Aristotle. Ramon Llull also used these structures of the mind map form. People have been using image-centred radial graphic organization techniques referred to variably as mental or generic mind maps or spidergrams for centuries in areas such as engineering, psychology, and education. TECHNIQUES
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1. What is Mind Mapping (Visual Links)?
C. Mind Mapping
A good way to reframe or redefi ne a problem is to draw the key term and as many A good way to reframe or redefi ne a problem is to draw the key term and as many visual links as you think relevant. This helps to structure and restructure your visual links as you think relevant. This helps to structure and restructure your thoughts. It is sometimes called visual brainstorming, think bubbles, visual think-ing or visual links. Tony Buzan developed this idea into a concept called mind map-ping (Buzan, 1993). It works well for individuals and can be used in groups [1]
A mind map is a diagram used to represent words, ideas, tasks or other items linked to and arranged around a central key word or idea. It is used to generate, visualize, structure and classify ideas, and as an aid in study, organization, problem solving, decision making and writing.
It is an image-centred diagram that represents semantic or other connections between portions of information. By presenting these connections in a radial, non-linear graphical manner, it encourages a brainstorming approach to any given organizational task, eliminating the hurdle of initially establishing an intrinsically appropriate or relevant conceptual framework to work within.
A mind map is similar to a semantic network or cognitive map but there are no formal restrictions on the kinds of links used.
The elements are arranged intuitively according to the importance of the concepts and they are organized into groupings, branches, or areas. The uniform graphic formulation of the semantic structure of information on the method of gathering knowledge, may aid recall of existing memories.
Mind maps (or similar concepts) have been used for centuries, for learning, brain-storming, memory, visual thinking and problem solving by educators, engineers, psychologists and people in general. Some of the earliest examples of mind maps were developed by Porphyry of Tyros, a noted thinker of the 3rd century as he graphically visualized the concept categories of Aristotle. Ramon Llull also used these structures of the mind map form.
People have been using image-centred radial graphic organization techniques referred to variably as mental or generic mind maps or spidergrams for centuries in areas such as engineering, psychology, and education.
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The mind map continues to be used in vari-ous forms and for various applications in-cluding learning and education (where it is often taught as ‘Webs’ or ‘Webbing’), plan-ning and in engineering diagramming.
When compared with the earlier original concept map (which was developed by learning experts in the 1960s) the structure of a mind map is a similar, but simplifi ed, radial by having one central key word [4].
Although maps can be and should be highly individualized, all mind maps share fi ve basic characteristics:
1. Organization. Mapping presents information organized in the way you think it. It displays the way your mind works, complete with patterns and interrelationships and has an amazing capacity to convey precise informa-tion, no matter how crudely drawn.
You can make your map as simple or as complex as you want. You can use large paper, a blackboard, or anything you like. You can group related ideas of equal importance horizontally and use connecting arrows to denote spe-cial relationships or colour code diff er-ent types of relationships. The visual, fl exible nature of mapping makes it extremely useful as a device to help us express and think about complex problems.
You can readily add to the map later – and should be prepared to, as your fi rst map will rarely produce an idea that meets all of your criteria.
2. Key words. Ignore all irrelevant words and phrases and concentrate only on expressing the essentials and what associations these “essences” ex-cite in your mind.
3. Association. Make connections, links and relationships between seemingly isolated and unconnected pieces of information. These connec-tions open the door to more possibili-ties. You can feel free to make any as-sociation you wish, without worrying whether or not others will understand you.
4. Clustering. The map’s organiza-tion comes close to the way your mind clusters concepts, making the mapped information more accessi-ble to the brain. Once your ideas are clustered, try to adopt the viewpoint of a critic seeing the ideas for the fi rst time. This allows you to test your asso-ciations, spot missing information and pinpoint areas where you need more and better ideas. Mind mapping is an idea generator. It does not supply raw material, so your map may show areas where you need to collect more infor-mation.
5. Conscious involvement. Making the map requires you to concentrate on your challenge, which helps get information about it transferred from short-term to long-term memory. In addition, continuous conscious involvement allows you to group and regroup concepts, encouraging comparisons. Moving think bubbles around and creating new potential linkages often provokes new ideas [2].
2. How it is implemented?
Mind maps have many applications in personal, family, educational and busi-ness situations, including notetaking, brainstorming (wherein ideas are inserted into the map radially around the centre node, without the implicit prioritization that comes from hierarchy or sequential arrangements, and wherein grouping and organizing is reserved for later stages), summarizing, revising and general clarify-ing of thoughts. For example, one could listen to a lecture and take down notes using mind maps for the most important points or keywords. One can also use mind maps as a mnemonic technique or to sort out a complicated idea. Mind maps are also promoted as a way to collaborate in colour pen creativity sessions [4].
Mind maps can be drawn by hand, either as ‘rough notes’, for example, during a lecture or meeting, or can be more sophisticated in quality.
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Mind map of the mind map guidelines by Danny Stevens
Tony Buzan suggests using the following foundation structures for Mind Mapping:
1. Start in the center with an image of the topic, using at least 3 colors 2. Use images, symbols, codes, and dimensions throughout your Mind Map 3. Select key words and print using upper or lower case letters 4. Each word/image must be alone and sitting on its own line 5. The lines must be connected, starting from the central image. The central lines are thicker, organic
and fl owing, becoming thinner as they radiate out from the centre 6. Make the lines the same length as the word/image 7. Use colors – your own code – throughout the Mind Map 8. Develop your own personal style of Mind Mapping 9. Use emphasis and show associations in your Mind Map 10. Keep the Mind Map clear by using radial hierarchy, numerical order or outlines to embrace your
branches [4].
In the centre of a large piece of paper write the key objective and draw an oval around it. Then write the key attributes of the issue on branches leading out from the oval. Each branch will trigger other branches and sub-branches until a visual map is laid out with all your main thoughts shown and linked. Then you can use a highlight pen to underline key points and to link related points from diff erent branches. In this way you can see new connections, combinations and ideas [1].
The mapping process usually goes like this: when you are caught with a challenge that defi es solution, map out your impressions and thoughts about it. Study the map. If no ideas come after prolonged study, you will probably feel uneasy. In that case, put the map away for a few days. When you return to it, you will fi nd that your mind is more focused on the challenge and you will usually experience a moment of insight. This should be followed by a period of concentrated thought, during which the insight unfolds into a complete idea [2].
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3. What are the success factors?
It may be appropriate to put an item in more than one place, cross-link it to several other items or show relationships between items on diff erent branches. Coding the colour, type of writing etc. can do this. Alternatively you could draw instead of writing and this may help you bring the diagram to life [3].
There is no “right” way to do mind map-ping. It is a purely subjective tool that is best used when altered to fi t the user’s style and personality. However, to aid such alterations, the following points may prove important.
Go beyond the wall. Models don’t do much good unless users are willing to chase their own thoughts beyond the comfort of their current religious beliefs, political ideology, societal norms, understanding of science and nature, and normal protocols of civil-ity. Words will pop into mind that may even cause one to blush. Instead of repressing them, record them and see where they lead. In fact, some people prosper with the model by disciplining themselves to seek and record, on purpose, ideas, words and stances that they fi nd personally repug-nant.
Find a comfortable method. Some people pre-fer to do mapping in the described fashion. Others like to generate one initial impres-sion, follow it through to exhaustion, then repeat the cycle by generating another initial impression., Alternatively, the whole process can be done in reverse, listing fi nal snippets of thoughts and observations, then working backwards by combining them into ever-enlarging clusters until an “original” proposition is generated. Oth-ers prefer a very controlled approach that imposes preordained topics on the original proposition, rather than using free-fl oat-ing impressions. This usually diminishes the range of ideas discovered, because preordained topics impose blinders. But if the method provides the user with a solid jump start, the trade-off is worth-while. The point is, you should use the model – don’t let it use you.
Prepare for complexity. It is best to start a
mind map in the middle of an immense chalkboard so ideas don’t prematurely cease upon reaching the edge of a piece of paper. The space limitations in a journal format really don’t do it justice. Conse-quently, one map is rolled out in stages and the thoughts are selectively recorded, showing only bits and pieces of a much larger map [5].
Benefits of mind mapping in meetings
1. It creates a much higher level of engage-ment among meeting participants. This has to do with the way the mind works. When our minds see a work in progress – such as a sketch or a mind map – they want to fi ll in the missing details. This tends to result in a much higher level of engagement by team members than without graphical fa-cilitation.
2. It enhances the group’s ability to do systems-level thinking. Some people have an innate ability to hold a large number of ideas and concepts in their mind simultaneously and can “see” the con-nections and relationships between them. And some people, the majority, don’t have this ability. By creating a visual map of the discussion and dis-playing it as a work in process for all to see, all meeting participants can share a higher level of thinking and under-standing. Often, it enables the group to do systems-level thinking, which tends to lead to better ideas and solu-tions.
3. It captures a “group memory” or history of what has been discussed in the meeting so far. This comes in handy when a senior-level executive comes into a meeting late - which would normally threatens to derail the group’s mo-mentum. The visual map radically speeds up the process of getting this late-comer up to speed on what has transpired in the meeting [7].
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Mistakes to avoid with mind mapping [6]
A poorly-designed visual map can take an open-minded, left-brained person and completely turn them off to the idea of representing information and ideas visu-ally. To help ensure that your mind maps don’t fall into this category, here are mis-takes you should avoid when using mind mapping to produce visual maps:
1. Don’t include too much detail in your mind maps. It’s too easy to create topics with unnecessary amounts of detail, which tends to create visual “clutter” and may be confusing to others, if you share your maps with them.
2. Don’t be arbitrary in your use of color, shapes, line styles and other visual elements of your map. Each of these can help to convey additional meaning or context, if used consistently and systematically. Used arbitrarily, they can cause confusion.
3. Avoid using too much text in your topics. Use specifi c keywords to draw your audi-ence into the fl ow of your map. Keep your topic names short - 1 to 3 words maximum.
4. Avoid over-use of visual mapping. Like any-thing, it’s possible to take your mind mapping to its logical extreme, even using it to create your shopping list.
5. Don’t create one huge map with everything in it, because it will quickly become unmanage-able. Instead, leverage your program’s ability to create sub-maps – multiple linked maps, each of which are easier to understand and manipulate.
6. Don’t just create text-based mind maps. To get the biggest benefi t out of visual mapping, be sure to include images in your maps, which will help them to appeal to both sides of your brain.
7. Avoid “map shock.” An audience can be overwhelmed when viewing a com-plex visual map, and can experience “map shock.” Consider presenting in-formation in both mapped and linear formats to avoid overwhelming your audience.
8. Avoid the conventional wisdom that mapping is simply about inspiration and creativity. It’s actually so much more. It’s a powerful tool for managing information over-load, developing and implementing projects, making better decisions and has many other business benefi ts! [6].
4. Case Studies
Case study 1.
The vice president of a light bulb company wanted to increase sales. He wrote “light bulbs” in the middle of a page and con-nected it with a process, “Lighting” and a system, “4.000 distributors”. He wrote down what came to mind, drew bubbles, and made connections.
The key concepts featured on his initial map were:
1. Attributes of light bulbs: lifespan, lighting, colours, and decoration
2. Markets: industrial, institutional, and retail
3. 4.000 distributors to reach his present mar-kets
4. Energy management to conserve costs
5. “Decoration management”, to enhance light-ing quality [2].
The map became increasingly complex as he worked on it o ver time and prompted him to think about his business in various new ways. The bubble that produced the fi nal idea was the one containing “energy management”.
He created an energy man-agement division, which bypassed the distributors and focused on industrial and institutional markets, allowing cli-ents to cut energy costs. As a conse-quence, the company closed massive orders for light bulbs. He put it this way: “The map led to a cascade of ideas that motivated us to act and create a whole new division”.
The idea
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The idea
Case study 2.
An entrepreneur looking for new products mapped out various ideas. The map re-minded him of analysis, which reminded him of psychotherapy, which reminded him of Sigmund Freud. He wrote “Sigmund Freud” and drew a bubble around it. The bubble reminded him of a pillow, and that association inspired his idea.
He’s manufacturing a pillow He’s manufacturing a pillow He’s manufacturing a pillow The idea He’s manufacturing a pillow The idea
with Freud’s picture on it, and marketing it as a tool for do-it-yourself analysis.
5. List of References
Articles/Studies:[5] Joseph V, Anderson, Mind Mapping: a Tool for Creative Thinking, Business Horizons / January-February 1993, pp.41-46
Books: [1] Sloane, Paul. The Leader’s Guide to Lateral Think-ing Skills: Unlocking the Creativity and Innovation in You and Your Team (Paperback – 3 Sep 2006).
[2] Michalko, Michael, Thinkertoys: A handbook of creative-thinking techniques, Second Edition, Ten Speed Press, 2006, Toronto.
Cognitive maps, mental maps, mind maps, cognitive models, or mental models are a type of mental processing (cognition) composed of a series of psychological transformations by which an individual can acquire, code, store, recall and decode in-formation about the relative locations and attributes of phenomena in their everyday or metaphorical spatial environment.
Semantics – studies the practical use of signs by agents or communities of interpretation within particular circumstances and contexts. By the usual convention that calls a study or a theory by the name of its subject matter, semantics may also denote the theoretical study of meaning in systems of signs.
Semantic network is often used as a form of Semantic network is often used as a form of Semantic networkknowledge representation. It is a directed graph consisting of vertices, which repre-sent concepts and edges, which represent semantic relations between the concepts.
