In many organizations, complaints can be heard that there are too many programs and initiatives targeting too many objectives.  These complaints may come from staff or management; many of them may even be valid.  The response to this situation, however, is often misguided and potentially dangerous.
     To streamline efforts and improve performance – ostensibly, at least – managers and executives may discontinue or merge programs.  Done carelessly, consolidation can be de facto termination.  A particularly egregious example of this practice is to combine safety and 5S.

     An affinity diagram may stretch the definition of “map,” but perhaps not as much as it first appears.  Affinity diagrams map regions of thought, or attention, within a world of unorganized data and information.
     Mapping regions of thought in an affinity diagram can aid various types of projects, including product or service development, process development or troubleshooting, logistics, marketing, and safety, health, and environmental sustainability initiatives.  In short, nearly any problem or opportunity an organization faces can benefit from the use of this simple tool.
     Numerous resources providing descriptions of affinity diagrams are available.  It is the aim of “The Third Degree” to provide a more helpful resource than these often bland or confusing articles by adding nuance, insight, and tips for effective use of the tools discussed in these pages.  In this tradition, the discussion of affinity diagrams that follows presents alternative approaches with the aim of maximizing the tool’s utility to individuals and organizations.