Jim Kalbach is the recent author of Mapping Experiences. We had a chance to interview him to go deeper on what he has learned about journey maps. You can see more about his book here.
Along with your other diagrams, journey and experience maps are often used to drive culture change. What are your tips for using these to engage leadership and change culture?
Jim Kalbach: This first thing to keep in mind is that a diagram won’t provide any answers outright. It doesn’t magically bring change to your organization. Instead, diagrams are conversation pieces that engage others.
Sure, you want to create an artifact that is accurate, reliable and compelling. But to drive change, you’ll need to focus on including others throughout the mapping process. Think verb (mapping) rather than noun (map).
A centerpiece I invariably include in the process is a workshop. With this, you can use your diagram to explore a given experience with a diverse group of stakeholders.
Beyond that, also consider ways to have others in your team participate in the mapping process. For instance, bring them along to customer interviews during your investigation. Or, create a draft diagram together with sticky notes on a whiteboard. The more people involved, the more people will better understand the customer perspective.
In addition, it’s more important that the team has the same knowledge than each person have new knowledge. Otherwise, they will never make the collective decisions needed for change to happen. Maps of an experience are sense-making tools.
In the end, it’s the mapmakers job to also facilitate the conversation, not just create a diagram. Only then can the organization shift its perspective from inside-out to outside-in. Read more