The Work Runs on Different Maps
9 hours ago
- #leadership_insights
- #execution_maps
- #organizational_dynamics
- Projects can stall not from lack of skill or effort, but because teams use the wrong organizational maps, such as relying solely on the formal org chart rather than the actual maps governing execution.
- Key execution maps include the expertise map (who people actually ask for help), the decision map (real vs. formal power dynamics), the memory map (historical reasons behind rules), and the spanning map (individuals translating between teams), all dictating how work truly moves.
- Organizational dysfunction often stems from the distance between these maps, causing friction and fragility when expertise, decisions, memory, and coordination are scattered, leading to reliance on a few key individuals as human routers for context.
- To navigate effectively, observe traces like who people defer to or glance at in meetings, ask why existing practices exist before changing them, and document the 'why' behind rules to prevent knowledge loss when key people leave.
- In some organizations, ambiguity in these maps benefits weak or mediocre managers by masking their incompetence, as hidden contributors compensate; making these maps visible reveals the real workings and can quickly become political.