Task B1.4: Parts that Don't Map

What is Task B1.4?

Task B1.4 is part of the "Orient" phase in the Viability Canvas methodology, specifically within the "Review the results of the Analysis" step (Step B1). This task instructs you to "Did you identify parts that don't map onto the VSM and, therefore, don't affect viability? Just note them; do not act yet. We will come back in the Decide steps."

Purpose of Identifying Parts that Don't Map

The purpose of this task is to recognize organizational elements that don't clearly correspond to VSM functions, allowing for later assessment of their value and necessity. This serves several important functions:

1. Questioning necessity: Identifying potential redundancies or non-value-adding activities
2. Creating completeness: Ensuring all organizational elements are accounted for
3. Encouraging critical thinking: Prompting reflection on why certain functions exist
4. Preventing hasty elimination: Ensuring potentially valuable functions aren't discarded prematurely
5. Setting up future decisions: Creating an inventory for later evaluation in the Decide phase

By identifying parts that don't map to the VSM, you create awareness of elements that may warrant reconsideration while ensuring nothing is eliminated without proper evaluation.

Understanding Parts that Don't Map

In the context of the Viability Canvas, "parts that don't map" refers to organizational elements that:

• Don't clearly fulfill any of the core VSM functions (Systems 1-5)
• Exist for historical reasons but may no longer serve a clear purpose
• Focus on internal processes rather than supporting viability
• May represent redundant or overlapping functions
• Could potentially be bureaucratic overhead without clear value

These elements require careful consideration as they might represent unnecessary complexity, or they might serve important functions that aren't immediately apparent through the VSM lens.

How to Complete Task B1.4

To identify parts that don't map onto the VSM:

1. Review your organization inventory from Task A1.4:
   • Which organizational elements haven't been mapped to VSM functions?
   • Which roles, departments, or processes remain unclassified?
   • Are there committees, task forces, or special initiatives that don't align clearly?
2. Verify they truly don't map:
   • Double-check whether they might partially fulfill a VSM function
   • Consider if they support VSM functions indirectly
   • Assess whether they serve as connectors between VSM functions
3. Document unmapped elements with specificity:
   • Name and description of the element
   • Current purpose or activity
   • Resources it consumes (people, budget, attention)
   • Historical reason for its creation (if known)
   • Preliminary thoughts on its necessity (but without final judgment)
4. Categorize unmapped elements if possible:
   • Administrative processes
   • Compliance activities
   • Historical artifacts
   • Special projects
   • Support functions
5. Reserve judgment about their value:
   • Note these elements for later consideration
   • Avoid premature decisions about elimination
   • Consider potential hidden values or purposes

Example Application

In an application of the Viability Canvas to a manufacturing company:

"The team identified several organizational elements that didn't clearly map to VSM functions: a long-standing 'process improvement committee' that rarely met and had no clear outputs; an elaborate reporting system that generated monthly reports no one seemed to use; and three liaison roles that had been created during a past reorganization but now had ambiguous responsibilities. The team noted these elements for later evaluation but avoided making immediate judgments about their necessity."

By identifying these unmapped elements, the team created an inventory of organizational components that warranted closer examination in the Decide phase, potentially revealing opportunities for simplification without prematurely eliminating functions that might have hidden value.

Strategic Considerations for Unmapped Elements

When identifying parts that don't map to the VSM:

1. Seek to understand before judging: There may be valid reasons for elements that aren't immediately obvious
2. Consider cultural significance: Some functions might serve important cultural or symbolic purposes
3. Look for hidden values: Elements might provide benefits not captured in their formal description
4. Assess indirect contributions: Functions might support viability in ways not obvious through structural analysis
5. Note potential attachments: Be aware of stakeholder connections to these elements that might affect change efforts

By thoroughly identifying and documenting parts that don't map to the VSM, you create a foundation for potential organizational simplification while ensuring that valuable functions aren't eliminated without proper consideration.