Why Map a Job?
– People want to advance in their current jobs, improve their job conditions or move on to a new job
– People cannot clearly understand a job when they are:
– outside the job, or
– deep inside the job
It’s the difference between assigning the job, doing the job and describing exactly how to do the job (more on those differences at this link.
– You cannot effectively change something that you do not clearly understand
– So you need to map a job in order to understand a job in order to effectively change a job
Mapping a job means looking at a job as a “person-centered” process and applying a process improvement method that accounts for both workflow and feelings.
This includes drawing a diagram of the job, capturing evaluations of the elements on the diagram, prioritizing the evaluations, and brainstorming plans to do something about the evaluations.
What job should you map?
Any job you might want to better understand, take action on, and/or help people with
– Your first job
– Your current job
– Your next job
– Your dream job
– Your co-workers’ jobs
– Your manager’s job
– Your staff members’ jobs
– Your hiring candidate’s job experience
– The job you are interviewing for
– Every job in your team, group or organization that you want to better understand and help with
more time depending on how important it is to you.
– What you already know and can quickly learn and figure out.
make change happen:
– agreement and
– commitment to take action
– evaluations and
– action plans
Why Map an Organization?
– Accelerating change in stakeholder interests
– Shortages of critical skills
– Growing employee demand for purpose
– Leaderships struggles with staff engagement
– New sources of competition and disruption
– The need for transformational IT adoption
These challenges cannot be successfully addressed with policies and adjustments alone.
They require strong, shared, detailed understanding, agreement and commitment to take action among multiple stakeholder groups.
Addressing these challenges is helped by a broad sharing of organizational process knowledge. This increases the capacity of the organization to sense change, brainstorm responses and decide on actions.
That capacity can be systematically created.
The key to doing so is to increase organizational process thinking capability, the ability of each staff member to see and understand the organization as a network of jobs and processes that deliver stakeholder value and impact stakeholder experience.
That capability can be programmatically developed and distributed throughout the organization.
That capability can then be used in organization-wide, full participation process improvement programs, in which essentially every opportunity for improvement of efficiency, effectiveness and stakeholder value and experience can be surfaced, evaluated, prioritized and translated into concrete action plans.
ActionMap has extensive experience
with large-scale change initiatives
We know the complexity and challenges, and we know what methods are needed to translate them into successful outcomes.
Where can ActionMap be applied?
ActionMap can be applied to a very wide range of situations; effectively any situation that involves process change
Why? Because ActionMap supports people’s abilities to think about the process and how to change it, while at the same time using tried-and-true techniques for process mapping, evaluation and action planning.
The ActionMap method has been proven in hundreds of flipchart-based meetings including with HP, Chevron, Target, ConAgra, PG&E and Kaiser
It is now available as a SaaS application for $10 per user per month*
* for the software operator; meeting attendees are free
For additional information please see the main menu for our site, above