Our work with individuals and organizations focuses on the space between what is currently true and what is desired. Two key challenges emerge. 1) These two points are knowable, but they are often not clearly defined or understood. 2) The space between them is unknowable: if it were possible to simply plan a known route across this space, it would already be done.
This is not the typical viewpoint of our clients. Most assume they are clear about their current and intended realities, and refer to some failing as an explanation of why they have not traversed the territory in between – laziness, the poor performance of employees, just not trying hard enough, and the like. The transformative aspect of our work together lies in stepping outside this process of doubt and blame and into the adventure of mapping the unknown.
To meet the first challenge (mapping what is unknown amidst the knowable) requires a clear assessment of current resources and challenges and the courage to put this assessment to work. Where are current resources being squandered? How are challenges or weaknesses being ignored or dealt with ineffectually?
For example, an alternative health practitioner was dismayed at the lack of response she was getting to her advertising efforts. As we worked with her, we identified a key barrier in her advertising: the assumption that her audience already understood the problems for which she was offering a solution. Learning how to educate through her outreach efforts was a crucial component to her success.
In another example, a non-profit client was frustrated by its steady state, with no significant growth in membership or revenue over recent years. This current reality made sense however, as the organization realized that both staffing and volunteer labor were being utilized at maximum capacity, thus creating a necessary and understandable limit on growth.
At this point, many individuals and organizations think that the bulk of the work has been done – a key problem has been identified and now all that remains is to apply the solution. What is lost in this assumption is an awareness of the chaotic nature of change. The identified solution is not simply a new way to get to a destination already attained. Rather, it is a catalyst into territory never before explored.
This can be the most interesting, satisfying and creative aspect of the process. Of course, discovery is an adventure in itself. More importantly, though, when movement into new territory is motivated by the central and currently unrealized desire of the individual or organization, it activates what is centrally true and valuable in the current system.
This can be seen in our examples. Until she examined the failure in her current advertising efforts, our alternative health practitioner was ignoring her own interest and desire to be a teacher, to bring all that she had learned to those who would benefit from this knowledge. Because the non-profit organization had not realized the significance of current staff and volunteer efforts, it had done little to invest in the coordination and recognition of these efforts – efforts that constituted the heart and strength of the organization itself.
In both cases, mapping what was knowable changed the nature of the journey. Actualizing the identified solution meant moving into territory never traveled before and this required a new kind of mapping process: mapping the unknown in the unknowable. In other words, creating the path by walking it.
The single biggest challenge in this new kind of mapping is the process of measuring success or movement forward. Finding yourself in a bramble patch is not a reason to turn around if your compass indicates that you’re moving in the right direction. The qualitative nature of the terrain is no longer a reliable indicator of progress on your path.
In a practical sense this often means a change in typical business practices. Budgeting processes must move beyond funding specific activities into providing resources for results – which may only be achieved by adapting planned activities midstream. Decision-makers must become active participants in the journey so that the routes chosen are informed by those with a birds-eye view and are understood and supported.
The most significant outcome in this process occurs as the mapping endeavor comes full circle. Through mapping the unknown in the current reality and creating a map into the unknown territory of movement forward, a third map is created: a map of what is desired. While the destination was in some ways known from the start, the true nature of that destination reveals itself only as it is achieved.
As the health practitioner created her maps, she became an author and speaker devoted to promoting the ability of individuals to heal themselves. As the non-profit engaged in its journey, it became a strong community of people working together to make a difference. In both cases, this is who and what these clients were from the start. The difference was in their ability to strongly actualize this gift in their world.
Maps abound detailing how to get from one place to another – and every one of them describes what is currently known. To actualize the potential of who and what we are, we must map the unknown. What a fabulous journey that can be.
Posted by Diana 
Posted by Karen A.
Posted by Diana 
Well-executed and entertaining, it nevertheless fell neatly into my “The One” movie category. In these movies, the character destined to be “The One” is some kind of underdog or even goofy-off, though often with a secret passion. Someone – a fairy godmother, a master, a mysterious man in sunglasses – lifts the poor sap out of obscurity by designating him or her as “The One.” Next comes a process of transformation, followed by the final testing – which “The One” invariably wins – and “The One” is placed in the duly earned spot of honor. See The Matrix, or Star Wars, or Buffy the Vampire Slayer - or Kung Fu Panda.