Utjecaj kognitivnih i socio-na sastancima tijekom procesa razvoja softvera demografskih čimbenika T echnical Gazette 18, (201 1), 1 51-56 is, in many cases, followed by decision making.

We all have heard the saying “a picture is worth a thousand words”. And that's why a map comes in handy even when it comes to mapping interactions between individuals or teams. Our sociomap blends every team member's perspective and provides a compact 3D visual representation of how the team sees itself.

The proximity and intensity are key to understanding the roles and communication patterns in a team. It helps everyone involved to clearly see the road ahead and chart the common communication goals that will navigate them to better performance. Elaborating on the fact that human brains have an amazing capacity for understanding complex three dimensional images, R. Bahbouh developed the original sociomapping concept (1996) that was used for numerous with the objective to predict and prevent potential team failures. As the method proved successful we started using sociomapping as a development tool for high performing management teams.

Having gathered plenty of data and feedback, we refined it to its current state-of-the-art level. Modulj lt c126 94vo. In 2012, Sociomap was awarded the Innovation Award for its significant contribution to the field of sociodiagnostics at the 24th IIAS International Conference. It’s like a puzzle already put together. Sociomapping helps your team to look underneath the layers of professional relationships and uncover things that would remain invisible or puzzling had a standard method been used.

It also gives every team member a possibility to instantly see where there is room for improvement or what changes need to be made. Because the map makes communication patterns literally resurface right in front of everyone's eyes it facilitates immediate team discussion, makes the analytic process extremely fast and promotes collective problem solving. „T-Mobile Czech Republic used the results of Sociomapping as a very important and efficient tool to check the health of the communication and cooperation within our organization. The process showed our strengths, weaknesses and clearly identified fields for improvement. I personally appreciated the scale of recommendations from QED Group which led to improvements in weak areas.

The exercise seriously helped to enhance personal and team efficiency during our transformation and integration with acquired companies. I am sure that we will continue to use Sociomapping!“ Milan Vašina, CEO T-Mobile Czech Republic a.s. „We have been regularly using sociomapping for getting team reflection and evaluating the important factors of our collaboration. The clarity of sociomapping visualization promotes discussion within the team about what works well and what we need to improve regarding communication and collaboration. It is a quick and effective tool for getting feedback and creating shared team vision, as well as for monitoring whether we fulfill individual and team commitments. A picture is sometimes really worth a thousand words.“ Mario Drosc, CEO Raiffeisenbank‎. „Thanks very much to the QED Group and AchieveBlue for delivering a revelatory communications assessment for our team.

Between morning coffee and lunch they were able to quantitatively assess and visually map the current state of communications and need for knowledge sharing in a twentytwo person team. Our optimal target state was also defined, and they also coached us through the first steps towards moving there. These are outstanding results that I've never seen another approach that would generate them in such a profound way!“ Nicholas Cioran, Versatile IT manager Mackenzie Investments, Canada. 'The team mapping process facilitated by Staub was an eye-opener for our senior team and a valuable tool for stimulating meaningful dialogue. Their clear, visual, easy-to-grasp set of maps showed the patterns of communication, collaboration and relationships at the executive level. The process showed strengths and identified opportunities for improvement and gaps to close.

Ralink rt2561 driver. The follow-up mapping session made sure we had built in accountability. Individual team members, as well as the team overall, stepped up and made positive changes that could be seen from the first mapping session to the second one four months later. It is an innovative way to build stronger teams, an excellent product and process.' Migoya, President and Chief Executive Officer Jackson Health System. 'When a company grows from just a couple of founders into an organization with tens of employees, communication problems occur inevitably.