Before traveling to new lands, it is helpful to view a map of the area we will visit. Maps are visual representations that can show interrelationships and help us navigate the who, what, where, why, and how and of the enterprise. The functional organization chart (see Figure 3.1) is the most familiar organization map. It shows us the “who” and the reporting relationships. However, the map shows nothing of where the power is in the organization and it leaves out the customer.

FIGURE 3.1. Organization Chart.

A culture map is a view of the key elements of an organization’s social system. This is valuable information for performance improvement sleuths because culture is at the core of all social systems (Gharajedaghi, 1999, p. 16). Culture maps depict the organization, what the enterprise looks like, and we can start to make out the organizational landscape. A culture map clarifies the visible landmarks and helps less clear areas become evident. A full culture map will look at both the operational and cultural sides of an organization. The cultural elements are shown in Table 3.1. (See Chapter 4: The Workplace: Organization Level for the operational side.)

TABLE 3.1. Elements of a Culture Map.

In 1921, Frank Gilbreth introduced us to the flow process chart. His charts were the first attempts to find the most efficient way to complete a task. A flowchart is a picture or diagram that represents the elements of a process. Some of Gilbreth’s best-known work involved bricklaying. By paying close attention to the work of a bricklayer, Gilbreth was able to reduce the number of steps required to lay bricks from eighteen to five, increasing productivity and decreasing fatigue.

FIGURE 3.2. Flowchart Symbols.

To develop a flowchart:

A sample of a simple flowchart is shown in Figure 3.3.

FIGURE 3.3. Simple Flowchart.

Figure 3.4 is another way to look at a flowchart:

Time and motion workflow combines the work of Frederick Taylor and Frank and Lillian Gilbreth. The purpose was to study the time it took to complete a task and the number and type of motions used to increase productivity. We were introduced to this approach several years ago when we were trying to increase business efficiencies in a company. We mapped out some of the basic jobs using a workflow chart. We were interested in how we could save time and streamline specific tasks. We collected time and motion workflow information using a generic workflow chart like the one in Figure 3.5.

FIGURE 3.5. Workflow Chart.

To complete a workflow chart:

One of the most useful tools for making processes visible is the “swim lane” flow diagram. Swim lane diagrams are arranged so that processes and decisions are grouped and then placed in lanes, one lane for each person, team, sub-process, or function. These charts show the interactions of all processes within the system. They are useful for tracking processes across an organization, letting us see business processes that involve more than one function or department. Swim lane diagrams let us know who is responsible for the steps in the process and help us spot the delay points and bottlenecks, as well as how long steps take and where mistakes are most likely to occur. An example is shown in Figure 3.6.

FIGURE 3.6. Sample Swim Lane Diagram.

For thousand of years, storytelling has been part of the human experience. “Once upon a time in a land far, far way” is familiar to many of us. In his book, The Hero with a Thousand Faces, Joseph Campbell illustrates the basic ingredients of stories and myths across culture and time, providing a useful backdrop for the value of stories in organizations (Campbell, 1972).

FIGURE 3.7. Day in the Life.