“Organisation is something you do.”
Organising across boundaries
Organising across boundaries, i.e. multiple organisations or departments is not easy. Teams, departments, organisations have their own set of priorities, systems and ways of working at an individual, team, department and organisation level . Organising across boundaries means creating a space in which a group of people can turn up as human beings and discuss what they seek to achieve together and why. This is highly non-trivial to achieve but is critical if you are genuinly want to address issues involving more than one organisation or more than one company, team or department.
Building on existing ways of working
The natural Mapsar approach is to work with what you have got and make the most of it. Mapsar does not seek to replace, destroy or dismantle existing ways of working – instead seeking to HARNESS existing strengths and capabilities that work whilst also evolving new ways of working together. Building human systems.
The Mapsar Approach
- Seeking to encourage a culture of participation
- Valuing working sessions which bring together people with different perspectives skills and experience.
- Building shared models of purposeful interconnected activity to ac as reference framework for multiple teams and organisation to agree their roles and responsibilities.
- Defining processes and associated guidance based on what peolpe actually do that works. Guidance follow practice.
These key aspects are underpinned by years of experience of working with organisations in areas such as strategic planning, project management, procurement and business transformation.
Capturing what IS working
Work with the people to work out what IS working and imrpove it and THEN capture it for the benefit of other groups.
Human behaviours mean organisations get stuck. Enabling behavioural stuff and
Creating environments
Creating environment which draws the resources, the efforts, the skills, the capabilities,
- carefully designed hosted workshops
- project teams
- New patterns of organising
Carefully designed workshops
Designed, hostted and facilitate a workshop which brought together nine different organisations all of whom had an interest in achieving behavioural change in sustainable travel. Six were already an “alliance”. - Getting parties with a common interest to work constructuvatily, collaboratively together
- Careful workshop design to encourage the building of personal relationships.
- Joining the strengths, capacibilities and talents together
- Identifying the strengths, capacibilities and talents and them together
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Structures hinder effective collaboration
Organisational structure is necessary, however it hinders effective collaboration across organisational boundaries because it discourages important aspects like self-awareness, open communication, vulnerability, mutual support and active feedback.Helping organisations learn
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Mapsar helps organisations lear
Understanding what needs to be done
Organising is about understanding why you are trying to do something – a shared sense of purpose. - Getting away from “them and us” thinking
- Creating a “space” for mutual discussion allows us to transcend the “them and us” thinking. Trying to articulate radically new versus translating what is going all over the place into
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The shift from structure to structuring.
- “Patterns of organising.”
- Organising is an activity.
- Bill Sharp works with IFF and called it “The 3 horizons” thinking about Futures”: Patterns are not static.
- Patterning, participating,
- Case Study #1 – The IFF: Transformative Innovation
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Organising across organisational boundaries is very challenging. Therefore to implement new ways of organisations you have to do some work on people’s humanity.
Case study #3 TFGM leadership team
(top 50 managers of 850 people org) – worked with to get people departments and organisations to work together more effectively.More CAse studies
- Cycling workhsop
- Finseny
- CAtapult
- Links to other organisations
- IFF
- Bates