Maps tell stories. This shows one high performing organisation. They saw themselves in sunshine, trying to climb a magic waterfall to the sky. Each stage of the waterfall represented a different challenge on their journey to success. On either side of the waterfall were attractive distractions which could lead to their destruction. This map focused discussion on where they should go, what order to deal with challenges and the precarious nature of success. It was a call to arms.

Maps tell stories through analogies. This successful organisation saw themselves on the journey of the Yellowbrick Road. Again they saw challenges on the way, and the need for courage and intelligence. It also helped them think about who some of the key resources (the good witch) might be. There was plenty of discussion about who exactly was meant to be the lion, the tin man, and the straw man.

Maps focus on what is important. This organisation clearly faced challenges. The front line workers in the boat saw that all their clients (to the left) were being herded away by competition. Their leaders, stuck in a huddle near the top seemed not to notice. But the front line workers could see that there were green fields of plentiful herds of customers to the right, if the leadership could have the courage to cross the bridge. They faced the key strategic issue head on.

Maps often address internal issues head on. This organisation saw its challenge: they were isolated islands of effort connected by precarious bridges. The client was more or less completeley disconnected. This was a clear call to arms to work more closely together to meet the common challenge of the market place.

Mapping is also useful for life journey mapping. This person saw their future as one full of opportunity. It was like a flower in bloom. The opportunities were around people, the arts, not for profit work and science. Any or all of these could blossom further. The question was where to focus and build for the future.

This is a tribal map. It has total clarity about what is important: the village is in the middle with the boma (thorn fence) protecting both the people and the goats. The tribal warrior described his whole life as it rotated around the village, with him going from intitiation through hunting and protecting the village. He also explained how to kill a lion. HInt: do not make it a fair fight, which could be a lesson for all businesses in the market place.

This tribal map is from Papua New Guinea and shows total clarity about what is important and where. It showed the hunting, fishing and farming areas. It showed the areas of danger (crocodiles and tougher tribes). It showed some areas of opportunity, including another tribe which was so weak that they called it "uncle".

This is a Tuareg map. We were in the desert on the way to Timbuktu. I asked the Tuareg to draw their territory and show what was important in it. They looked at me like I was stupid, which may show that they are a good judge of character. I asked what was at the top: drawing water from a well.  I asked what was at the bottom: a camel approaching a well. I asked what the little objects were below the top well: they were water bags. I think I got the idea. In the middle of the desert, water is important. Duh. What is the water in your organistion?

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