(Organisational Journey Map Cont. 3)

How to Use the Map

Introduction

Some uses of the map include:
"... - Diagnosing collective problems
      - Setting a context for visioning
      - Articulating board or senior executive leadership perspective
      - Enhancing dialogue during a time of structural uncertainty
      - Exposing contradictory values and assumptions that undermine progress..."
The Canadian Institute of Cultural Affairs, 2012

Some uses and limitations of the journey map:

    - people mistakenly assume that an organisation can shift directly from one to another level (can be done but takes time, ie usually starts with a few people having a shared vision that takes a while to permeate the organisation.)

    - people move at different pace (resulting in the organisation being spread over 2 or more phases; it is not static model and involvement across the organisation is uneven, ie teams
"...will be at different stages in different areas and at different times..."
The Canadian Institute of Cultural Affairs, 2012

    - leadership needs be at least a stage ahead of others in the organisation (unless this happens, development may not occur:
"...Leadership understandings and values may be ahead of their skills. As an organisation begins to push into a new phase, images and understandings may change rapidly, but the skills which belonged to that phase will take time to develop. Only after the new skills are mastered can the organisation begin to live and operate at higher level..."
The Canadian Institute of Cultural Affairs, 2012

     - organisations cannot jump stages (stages are sequential, ie not possible to jump directly from a hierarchical to a learning organisation.)

How to use

i) use the map to reflect on what other organisations are asking, ie where are they on the map?

ii) plot your organisation on the map by looking at each element of the phases, ie structure, leadership, etc to see which best describes your organisation:
    - What dynamics have you discovered?
    - What surprises you?

iii) plot yourself in relation to the organisation on the map:
    - Which description best fits the way you operate in the organisation?
    - What dynamics have you discovered?
    - What surprises you about your role?

iv) plot somebody else from your organisation on the map:
    - Which description best fits the way they operate in the organisation?
    - What dynamics have you discovered?
    - What surprises you about their role?

v) What is helpful about the chart? And what new insights does it provide to you?

vi) Based on above responses to the questions above:
     -  What are the next steps for you and your organisation?
     - What other situations could you use this journey map?
     - What are the ways to improve the journey map?