Maps / Organisational structure

Organisational structures can sometimes be seen as something that's only for big companies. In my experience, any organisation that has different levels and different roles, will find that an org-chart should help to answer colleagues and clients' questions.

A good organisation structure can help a business run more smoothly by showing people where to look when they don't have the answer they need.

Organisational structures show who is the company expert in a particular area
They can demonstrate a career path for colleagues who stay with the company
Org charts can show decision hierarchy, put simply who has the final say in a certain matter
They also show who is accountable when it under-performs

In short they answer any question that starts with "Who do I talk to about ...".

Organisational structures are often presented as a simple hierarchy. The text book intention of an organisational structure is to show people how they will organise themselves and communicate with each other so that they achieve the organisation's aims. I have more often seen them used as a sales tool; a way of demonstrating how big an organisation is or showing what services it can provide.

More recently I've seen it become a common request from procurement teams, as a way of testing a companies claims. Comparing the services a company offers against it's people and departments is an effective way of highlighting gaps in their capabilities.

How are organisational structures unkind?

A lack of

Consideration

With no organisational structure at all, it demonstrates that leaders haven't really thought about the "Who do I talk to about" type questions, nor have they thought about the people asking those questions.

This is a common problem because questions about career progression or who's in charge don't affect leaders.

A lack of

Generosity

It's unlikely that one chart can show lines of communication, responsibility and hierarchy. This mapping experiment shows what happens when we try.

And so, people only create one chart and only answer one question. A classic example of doing the minimum.

A lack of

Friendliness

Not having a chart means that colleagues and clients must ask directly for that information. This can create an awkward moment for a person who is forced to highlight a lack of knowledge. Especially when not knowing who is in charge, might also cause offence.

It crates a barrier to important company knowledge.

What are the problems of unkind organisational structures

Fractured decision making

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Blame (Blame-storming)

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Losing talent

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Decision-jams

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A kinder approach to organisational structures.

Consideration

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Generosity

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Friendliness

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Get started with a new company structure

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