I often say when looking at a diagram, the ‘boxes’ aren’t the most important parts, but the lines between them. Interactions between goals, process steps, whatever, are key and they shouldn’t be minimized, but explored to their full depth.
When people come to the office in the morning, they don't achieve goals, they perform processes. And the quality of their work determines the business outcomes, not the boldness of the goals.
Thanks for the article Svyatoslav - the importance of connections (and flows of information) is often under-appreciated. Considering organisations as adaptive systems rather than defined structures can help considerably!
I often say when looking at a diagram, the ‘boxes’ aren’t the most important parts, but the lines between them. Interactions between goals, process steps, whatever, are key and they shouldn’t be minimized, but explored to their full depth.
When people come to the office in the morning, they don't achieve goals, they perform processes. And the quality of their work determines the business outcomes, not the boldness of the goals.
Thanks for the article Svyatoslav - the importance of connections (and flows of information) is often under-appreciated. Considering organisations as adaptive systems rather than defined structures can help considerably!