VCoL in action: How to make a concept map
You’ve probably heard of mind maps or systems maps. If not, a quick internet search will provide a good introduction. Mapping is a great way to build the robust neural networks that provide a solid foundation for future learning. My colleagues and I often recommend mapping as a way of organizing complex knowledge, feelings, ideas, or issues, while exposing new or not-yet-conscious ideas or connections. We call our maps concept maps. Mind maps and systems maps are examples of concept maps, but concept maps can take other forms as well.
Concept mapping is a practice that’s best conducted as part of a VCoL (virtuous cycle of learning). VCoLs are super-efficient learning cycles that involve setting a learning goal, seeking any new information required to achieve that goal, putting what you have learned (and already know) to work, then reflecting on the outcome of the application.
The concept mapping VCoL described here is a VCoL frame. You can fill this frame with the knowledge, ideas, feelings, or issues of your choice.
Step 1, set a goal:
A concept mapping goal should describe (1) the map you are planning to create and (2) who will be involved in the mapping process. For example:
- Work with Tamal to create a map showing how the factors involved in problem X are related to one another.
- Create a map of desirable leadership skills and traits.
- Work with my team to create a map of the way roles in our team relate to one another.
Step 2, seek information:
Before map construction begins, it’s important to equip yourself with information related to your mapping goal. There are two kinds of information to consider:
- general information about the subject-matter (e.g., how others have handled problem X, what experts say about good leadership, skill requirements for team activities).
- context-specific information about the subject matter (e.g., what we know about problem X, my experiences with leaders, actual team member skills).
Whenever possible, avoid relying exclusively on what you already know. Although there is no need to become an expert on the subject matter of a concept map, a little new information can make a big difference in how much you learn during the mapping process.
Step 3, make your map:
Begin by making a list of any facts, feelings, concepts, factors, or ideas you may want to include in your map. If you’re working with others, you can either make individual lists and combine them, or work together to make a single list. Don’t think of this as a final list. You will almost certainly alter it during step 3.
Now it’s time to organize your list into a concept map. Here’s our favorite approach:
- Using the smallest Post-Its you can find, put the name of each item in your list on a Post-It. (If you work in a group, you may want to use heavy markers and larger Post-It notes.)
- Next, name your map. The name should be descriptive enough to guide the construction of your map. For example, “How the factors involved in Problem X relate to one another,” “Traits and skills of an ideal leader,” “How the skills of team-members relate to one another.”
- Now, arrange the Post-Its on a board or large piece of paper, creating clusters of PostIts that relate to one another. Name each cluster. Take photo 1 (of the map so far).
- Look at the clusters you have created, and ask yourself: (1) Does each cluster seem complete? If not, what’s missing? (2) Are these all of the clusters we need? If not, what’s missing? (3) Are any elements redundant? If so, which ones? Add or remove Post-Its, rearrange clusters, and rename clusters as needed. Take photo 2.
- Finally, draw connections between related PostIts or PostIt clusters. Each time you make a connection, name the reason for the connection. For example, you might label a one-way connection from a cluster called emotion regulation to one called accessibility as “required for.” Or you might create connections between specific PostIts in a cluster called “what the employees want” and specific PostIts in a cluster called “what management wants,” and label the set of connections with, “what employees and management both want.” In a situation like this, you may want to rearrange the clusters to make the connection clearer.
If you are using a magnetic-board or cork-board, you can use string tied around magnets or thumbtacks to represent connections. This will make it easy to change your mind.
- Continue making and naming connections, adjusting clusters, and creating and rearranging Post-Its until you’re satisfied that your map is a good enough representation of your own (or the group’s) current mental model. Take photo 3.
Naming connections is a powerful part of the mapping process. Figuring out a good name for a relationship helps your brain make and reinforce useful connections between ideas.
Step 4, reflect upon what you’ve learned:
Here are a few questions to ponder:
- Put photos 1 & 2 side-by-side. What new ideas were added after photo 1? How did the clusters evolve?
- Put photos 1 & 2 side-by-side. What new ideas were added after photo 2? How did the clusters evolve?
- What do I understand better now than I did prior to this mapping exercise?
- Are there practical ways in which I can make use of this map? What are they?
Step 5, set a new goal:
Now you can set a new challenge for your next VCoL. We suggest undertaking a series of VCoLs in which you experimentally apply what you learned from this VCoL in relevant real-world situations, then tweak the map based on what you learn.
