Understanding tricky business situations often requires us to draw upon our modelling skills. There are a wide range of types of model that we might utilise, ranging from conceptual models that help us understand how stakeholders think the situation ought to be operating, right through to process models, data or information models, state transition diagrams and many, many more beside.
Yet with this plethora of models comes a challenge: how do we create ‘views’ of the situation (or requirements) that are actually meaningful? How can we convey tricky and complex information in an understandable way, to a whole range of interested stakeholders, each of whom have different preferences and needs?
This is a perennial challenge. Executive stakeholders often want a “helicopter view” of a situation, and a detailed process or data model may disengage them. I remember working with one senior manager whose mantra was “one slide”. She took the view that if an idea or proposal couldn’t be distilled to a single slide, then it probably wasn’t well enough thought through (yet). She was probably right.
Yet, as well as executive and senior managers we need to communicate effectively with end-users, subject matter experts, vendors, third parties, middle managers and so on, each of whom will have different interests and concerns. Can ‘modelling’ really help us with this? Don’t we risk creating something that is too high level to be useful, or so detailed that it will swamp and overload our stakeholders?
Precision and Accuracy
I was recently discussing this challenge with a client when a useful analogy emerged. We could perhaps consider communication—of any type, but including communication using models—along two dimensions: Precision and Accuracy
Take these three statements: