Of course a major problem is that some still believe that their organization works entirely in accordance with the formal organization chart, respecting boundaries.
Whereas the org chart is really only one of the essential layers in building up a multi-layer insight of how things actually work – and the other essential layers intersect, overlay and underlay the organization chart, in a fascinating tapestry-effect.
When you look at a tapestry, you can see the intended effect of the artist – but you cannot see those invisible elements, without which the tapestry could not be woven, or remain intact.
The invisible, unexpressed elements, give the organization intrinsic integrity. So why don’t we take the trouble to understand and express them properly?
Hello,
I am curious to know: why do you feel the invisivble, unexpressed elements that make a norganization run (assuming you are referring to an organization’s services and/or products) need to be displayed on an org. chart? I am trying to understand your point.
every organization is a complex interweaving of process (formal and informal) that meshes across the familiar abstraction diagrams (e.g. organization charts).
The interweaving is rarely visible but absolutely essential to understand because the organization would soon collapse if the hidden links were unpicked, which they often are – by poorly conceived change initiatives.