Then they can share it with others for feedback on accuracy and get help to integrate the use of the chart into their regular rhythms of work. In some cases, one individual with good knowledge of most of what most people do can create the map alone. That doesn’t mean they have to do all of the work alone, but their natural sense of responsibility for it will keep the effort alive. Hot tip: Rather than deciding who the org chart champion is, it’s more powerful to follow the natural energy of the person who actually takes the initiative to start making it happen and acknowledge that it’s naturally theirs to do. In smaller initiatives it’s often a founder, and in others it’s often someone who plays a key role already in thinking about how the whole initiative fits together and wants to help things run as smoothly as possible. Some org chart tools like Maptio allow you to view this network as well as the hierarchy of circles.Īll good org charts are championed ultimately by one person. This coexistence of healthy hierarchy and decentralisation is a key to modern ways of organising and working that keep everyone aligned to one overall vision whilst also being resilient and embracing the power of bottom-up thinking. A good organisational chart will allow you to place individuals in all of the circles where they participate whether that be in a more leading role or a supporting one.Īs you do this, a beautiful insight can emerge: You might notice that at the same time as the clear hierarchy of circles, there is also a network of people working together in different ways in different contexts - a creative web of co-workers. It can be powerful to recognise and show visually that in many cases, people contribute to more than one area. The circles on the chart represent the things people are working on together that contribute to the vision, so we need to add the lovely human beings who are doing those things to the chart. There are three main characteristics you can experiment with as you explore what will work best for you: If this sounds like you then let’s cut through all of the many possibilities and start with what is, in our (only slightly) humble opinion, the new starting point for modern organisational charts. You want all of that as well as (not instead of) healthy helpings of good old responsibility to keep you on track. And in your teams you want dynamism, creativity, autonomy and the scope for things to change and evolve over time. I’d make a bet that you’re reading this guide because you care about developing a modern organisation that isn’t only about making money, but realising a worthwhile vision to create the kind of world you want to see. Ideally, the chart and the culture will reinforce each other. Why? Because the chart is a reflection of how an entire initiative fits together, so how people perceive the chart when they’re getting to know the organisation will affect how they perceive the organisation itself. Google image search has a whole bunch of ideas from the conservative to the downright wacky, but seriously, there’s no single right or wrong way to do it.Īt the most functional level you just need to make sure your organizational chart is both an accurate representation of how everything fits together, and, that it’s clear and easy to understand.īut here’s a very important tip for you: As well as being functional, the organizational chart should invoke the right feeling in those who refer to it - one that represents your values and the culture you are trying to nurture. Now we’re getting to the really fun part: Pretty pictures!
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