“A concept map is overwhelming when it is first presented. It was an extremely effective tool for the person who made it. It becomes a point of confusion for the person who has to read it, and this is where a concept map crashes and burns: it’s a manifestation of the expert blindspot. In creating a concept map, you’ve learned new things and you see the world in a new way. It’s tempting to present the finished artifact as proof of this new vision. But the audience wasn’t along for the ride. They didn’t learn what you learned, they don’t see the world the way you do, and because the map is visually complex (as was your learning), they’ll be intimidated.
And so I recommend that you use a concept map for organizational change over a period of months, strategically, socially, and with a goal of manipulating the trajectory of your company by helping colleagues view the world as you do.”