A lot can (and often does) go wrong in meetings. Plenty of speaking, but no listening. Attention and status games, but no clarity or action. “Why was I invited?” “Will they notice if I leave?” “Oh no, we’re running over time again.” We can make things just a little bit better, with the help of a few simple doctrinal principles from Wardley Mapping.
Author: Ben Mosior
7 Ways to Fail
This is the worst guide to Wardley Mapping ever written — a tongue-in-cheek collection of bad advice. In other words, this is everything I would tell someone about Wardley Mapping if I wanted them to fail.
5 Ways to Represent User Needs on a Wardley Map
Jan Rezac asks: “How should I represent user needs when mapping? Because quite a lot of maps do NOT have user needs clearly stated (even Simon’s original teashop map &… Continue reading 5 Ways to Represent User Needs on a Wardley Map
Three Ways to Plan
Jan Rezac asks: “How do I connect scenario planning and Wardley Mapping?” I think people sometimes mean different things when they say scenario planning, so I want to share a few different ways Wardley Mapping might be useful for evaluating alternative situations.
Pragmatic Facilitation
In my time delivering workshops and working with different teams, I’ve found that no two experiences learning Wardley Mapping are alike. There are so many concepts to learn and ways to learn them. And importantly, “Wardley in concept” differs significantly from “Wardley in use.” The messiness of actual mapping work can be quite jarring when compared to the book knowledge.
Getting Started with Wardley’s Doctrine Is Easier Than You Think
Let’s talk about Wardley’s doctrine — what it really looks like and how to find opportunities to practice. Don’t worry! Getting started is easier than you think.
Nobody Cares About Your Precious Framework
I like Wardley Mapping. It’s captured my attention for the last five or so years, and I know I’ve still hardly scratched the surface of what’s possible. As you can imagine, I am overjoyed when other people take interest. Behind my enthusiasm, however, is a blunt pragmatism, informed by years of frustration and mistakes.
Getting Stuck Is Problem #1
Might free form brainstorming of words, with no constraints of current [maps] or questions that might lead the team in certain directions, be beneficial at the start?
A Spectrum of Decision Making
Over the years, I’ve been asked repeatedly to explain what Wardley Mapping is. Since it’s a big practice, with lots of ways to slice and dice it, I like to try out new answers whenever I get the chance.
Do “Objective” Wardley Maps Exist?
Are there any “objective” Wardley Maps, or is it always “subjective” to the team, time, and place? What should I do to understand where the “objective” position of a component is?