Affinity Diagram

This tool gathers large amounts of language data (ideas, opinions, issues, concerns, etc); and organises these into groupings based on the natural relationship between each item. It is more of a creative than a logical process that::
* Sifts through large volumes of information efficiently
* Lets new patterns of information arise

WHEN TO USE

An obstacle when planning for improvement is past success or failure: it is usually assumed that the paradigms for success or failure will continue into the future. Continual service improvement requires new logical patterns to be explored; especially when:
* Facts or thoughts are in chaos. When the issues seem too large or complex to grasp then Affinity can be use to map the landscape of the issue
* Breakthrough in traditional concepts is needed. If the team are stuck in the same old same old then use Affinity to expand the team’s thinking
* Support for a solution is essential for successful implementation

WHEN NOT TO USE

If you think:
* The problem is simple
* A quick fix is more appropriate

HOW TO CREATE AFFINITY

0. Create the question

You want to create a really open frame; so that thinking is not constrained. Either of the following can be used to address the subject:
* What is important to you about “problem / solution / desired outcome”?
* What are the issues involved in “problem / solution / desired outcome”?

Write the question big and bold; where everyone in the team can see it. Typically I use a flipchart fixed to the wall with question written in landscape.

1. Generate and Record Ideas

Ideas should be generated using the traditional guidelines of thought showers.
* No criticism of ideas.
* Emphasis on generating a large number of ideas in a short time.
* Participation of every member of the team is encouraged.
* Ideas should be recorded exactly as spoken, your thought written by you.

Responses will be recorded directly onto post-its (cards) by the contributor without the use of a flip chart.

NOTE 1: Statement Length: Be as concise as possible (i.e., no more than five to seven words). On the other hand, one or two word responses should be avoided because they are so open to interpretation (and misinterpretation).
NOTE 2: Statement Structure: Whenever possible the statement should have a noun and a verb. This tends to make the statement less ambiguous.
NOTE 3: Printing: Print legibly and as large as the cards will allow; the cards need to be read from four to five feet away by four to eight people.

2. Display the Completed Cards

Spread the cards out randomly on a wall chart or table. It helps if you stand up to do this.

3. Arrange the Cards into Related Groupings

At this point the cards should be arranged. The entire team should do this sorting, simultaneously and in silence.

NOTE 1: Finding First Cut "Affinity: Look for two cards that seem to be related in some way. Place those to one side. Look for other cards that are related to each other or to the original two cards that were set aside. Repeat this process until you have all the cards placed in 6-10 groupings. Do not force-fit single cards into groupings in which they don't belong. These single cards ("loners") may form their own grouping or never find a "home."
NOTE 2: Silent Process: It seems to be most effective to have everyone move the cards at will, without talking. This has two positive results. First it is a sufficiently different experience that "breaks the mould" from the very first step. This seems to encourage unconventional thinking (which is good) while it also discourages semantic battles that can rage on and on (which is bad).
NOTE 3: Gut Level Reaction: Encourage team members not to "contemplate” but to “react” to what they see. Many managers would like to mentally structure all the cards like an oversized chess game. The only thing left to do is to move the pieces to their appointed spots. In an Affinity, speed rather than deliberation is the order of the day. Doing an Affinity should be a high-energy process, not a contemplative exercise.
NOTE 4: Handling Disagreements: Disagreements over the placement of cards should be handled simply and un-diplomatically. If you don't like where a card is, move it! It will all eventually settle into consensus (sometimes through exhaustion). This not only speeds up the proceedings, but says it's okay to disagree with your boss by simply moving a card. No muss no fuss ... what a feeling!
NOTE 5: Groupings versus Categories: Do not refer to the columns as "categories." Call them "groupings" instead. This may seem purely semantic, but it seems to keep the team's thinking more flexible while sorting the cards.
NOTE 6: Emergent Thinking vs. Pigeonholing: It is critical that the team allow new groupings to emerge from the chaos of the cards. For the process to work best, members should avoid unconsciously sorting cards into "safe" known categories. This pigeonholing will force fit everything into existing logic, preventing breakthrough from occurring.

4. Creating the Header Cards

Look for a card in each grouping that captures the central idea that ties all of the cards together. This is referred to as a "header" card. This card is placed at the top of each grouping. Many times no such card exists. In these cases (which happen most of the time), a header card must be created. Gather each grouping together with its header card at the top of the column. The end product looks like a solitaire card game.
NOTE 1: Structure of Headers: The header cards should be, above all, concise. They should state in three to five words the essence of each grouping. Think of it as an "idea still." Ingredients are thrown into the hopper and distilled until the powerful stuff remains. The header cards should therefore "pack a punch" that would be clear to anyone reading it.
NOTE 2: Constructing a stand-alone Header: Imagine that all of the detailed cards under each header card were removed; all that remained were your headers. Would someone who was not a team member understand the essence and detail of the issues raised? This is a good test for the clarity of your header cards.
NOTE 3: The Two Elements of a Powerful Header Card: Any effective header should:
* Clearly identify the common thread that ties all of the cards together. This is a central concept like "training." This is not enough, however.
* Reflect the colour and texture of the common thread identified. What are the cards saying about the central concept identified? For example, "Provide 'hard' and 'soft' training to all employees."
The header can be a breakthrough idea when it reflects the individual content of the cards as well as the "spirit" of the grouping.
NOTE 4: Avoid Jargon / Cliches: Creating headers is an opportunity to create new twists in old topics. If the headers sound too familiar, they may deserve another look. Fuzzy words reflect fuzzy thinking, and comfortable mindsets beget the familiar.

5. Drawing the "Finished" Affinity Diagram

Draw lines around each grouping, thereby clearly connecting all of the items with the header card. Related groupings should be placed near each other and connected by lines. Often when you do this, you find that you must create another header card (referred to as a "super header") that sums up how these two groupings are related to each other. This would be placed above these two columns and also connected with lines.

This final drawing can be done right on the original sheets or only when the completed diagram has been transferred to another sheet of paper. It is usually transferred because an Affinity Diagram is often shared with people outside the team for comments and changes. Remember that it is a re-iterative process that should be changed until it reflects the actual situation and the key factors.