Framework 161 Organisational Journey Map
Introduction
The map is designed as a basis for an organisation
"...to observe and plan its own development as well as the development of a team or an employee......as a map, it is a description of the territory. There is no good or bad place to be on the map. What is helpful is to know where you are and where you want to be. Then you can plan the journey..."
The Canadian Institute of Cultural Affairs, 2012.
Using the map people can see themselves at different places; it can be
"...the catalyst to start conversations that builds understanding of the current situation and how the group wants to develop..."
The Canadian Institute of Cultural Affairs, 2012
The chart below describes progression from a hierarchical to a learning organisation by values, skills, leadership, structure, communication, preoccupation, mission and worker.
It can be used to give a quick insight into an organisational journey of transformation and what strategies guide the transformation.
The chart consists of 4 concentric squares (phases or levels of development) divided into 8 sections (aspects or segments of an organisation) (see below diagram)
"...The squares represent four stages of the evolution of many organisations, starting with a hierarchical organisation to the outermost square, the learning organisation..."
Bill Staples, 2013
The 4 phases consist of hierarchical, institutional, collaborative and learning; the 8 sections consist of skills, leadership, structure, preoccupation, mission content, worker, communications and values.
(source: Bill Staples, 2013)
Process
1. Current reality (participants are asked to consider where the organisation currently operates; each participant is given 8 red dots to indicate where the organisation is now, ie the current reality of the organisation in the 8 sections
2. Visionary thinking (participants are asked to think about what type of organisation they would like to see in the future; each is given 8 green dots to indicate their own vision each of the 8 sections)
3. Contradictory thinking (participants are asked to discuss the differences between the current and future vision)
4. Strategic thinking (participants in small teams and as a whole group, discuss how the organisation can evolve from its current situation the referred future option)
5. Tactical thinking (discussion continues on the readiness of the organisation to make the shift to the future and what is required to make it happen.)