Modelling visually or writing text?
A challenge that business analysts often face is whether they should represent the requirements
they extract from their audiences with visual models or with extensive textual requirements
definitions.
The emergence of visual modelling languages since the early 1990’s has enabled business analysts
to visually describe and elaborate on the requirements they document in their specifications. In
many enterprises, business analysts have chosen to develop requirements using mostly textual
templates and descriptions.
Considering this, business analysts often choose between one of the two methods to describe their
requirements deliverables.
I would like to argue that a choice between these two methods of representation should not
considered, but rather that both techniques should be used in conjunction with each other.
A popular saying is, “a picture is worth a thousand words”. I would like to add to that by stating:
“Although a picture is worth a thousand words, adequate understanding requires another thousand
words”.
The basis for this statement originates in the way in which the brain functions. Although this in itself
is a complex topic with the different parts of the brain responsible for different functions, I am
going to simplify by considering the left and right parts of the brain and how that affect our thinking
preferences.
Important note: Left- and right-brain thinking preferences do not imply that we only use half a
brain when we think. Our whole brain is working at all times and provides us with the functions and
information necessary for learning, interaction and decision making when we need it.
Important research by notable figures like Ned Hermann, Kobus Neethling, Robert Alan Black and
others suggests that certain preferences regarding thought and behaviour applies, and that
patterns regarding how we act and think become apparent when these preferences are considered.
The left-brain preference:
The person with a left-brain thinking preference is typically someone whose first instinct is to focus
on the “what” and “how” of any situation under investigation and requires solution and thought.
They will naturally focus on the facts and the figures and will feel comfortable working in an
ordered and disciplined manner. Their thinking and approach are typically rational, coherent
systematic and disciplined.
Words, context and language use is extremely important as well as a focus on detail and accuracy.
A natural trend would be to for the person who has this preference to focus on textual descriptions,
elaborations and checklists.
The right-brain preference:
The right brain preference thinker is a different animal that focus on the “why” and “who”. Unlike
left-brain preference, here we deal with unconventional people focused on others and on the big
picture. Visual modelling that demonstrate big picture thinking and imprecise concepts are where
these individuals are most comfortable.
Their natural instinct would be to describe concepts on a level of general understanding, assuming
the detail knowledge, and zigzagging through topics without considering process or methodology.
Often their reasoning and descriptions will have gaps that relies on assumptions rather than explicit
and detail explanations.
How does this affect us as business analysts?
It is a fact that any enterprise will have people divided into roughly two equal groups of left- and
right-brain preference thinking. Should representatives from each group be present in a team or
working group (as they often are) this will lead to conflict as the one group are detail focused and
the other big-picture oriented.
To effectively reach and involve both groups, we need to be aware of their specific needs in how
requirements make sense to them and best expresses what they want. To accommodate the left-
brain preference thinkers we will need to have very clear factual description of the requirements –
as is found in a detailed textual description - while a visual representation that shows concepts
without necessarily delving into extreme detail will be more suited to the right-brain preference
thinkers.
How does this help us?
As business analysts, we also have our different thinking preferences.
Since it is only a preference, we can consciously change from our preferred way of thinking to
accommodate the group that we are not naturally a part of as well as the working in the preference
we are comfortable. Because we understand the differences between these diametrically opposed
groups, we can ensure that both are enticed at the appropriate times, in order to develop the best
possible specifications that caters to both groups and which will become an effective communication
tool.
In conclusion
Rather than choosing between visual and textual recording of requirements, do both and have a
comfortable and happy group of stakeholders that will be most inclined to sign off on an excellent
requirements specification.
Note. Although left and right brain thinking preferences are used in illustrating the necessity of both
visual and textual modelling, the reader should be aware that other, more complex, preferences
exist and should be considered when working with any audience of stakeholders.
