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EnCompass Results
The output of an EnCompass analysis is a set
of three-dimensional maps, which capture the patterns of interaction
between participants on the important issues that have been defined.
There are a number of different views of the data, each of which
can reveal key features of the decision landscape.
The organization view
The organization view shows how tasks are performed
within organizations, and flags ineffective processes. Broken lines
show unconfirmed links: where Bill talks to Sue but she doesn't
recognize the communication. The thickness of a line shows the frequency
of the interaction. The color of a line represents the link's importance—clearly
showing that some interactions are more important to one party than
the other.
Virtual hierarchies
“Virtual hierarchies” show the level
of impact on key issues or processes that individuals or groups
have, independent of the organizational hierarchy. This view show
how information gets to decision makers, and how decisions influence
the enterprise.
Issue view
EnCompass can display the networks supporting
any single issue, or a combination of related issues. For example,
we can see the people and interactions involved in "customer
service," or "database management," or both together.
"As is," "should be,"
and "missing links"
Once the decision networks have been mapped,
EnCompass facilitates organizational alignment around key issues.
"As is"
results show the decision networks as they are today.
The "should be"
picture is what the participants agree should be the ideal state
of affairs.
By subtracting "as is" from "should be,"
EnCompass reveals the
"missing links"—in essence, a schematic for how
to create the optimal organization. (Conversely, subtracting "should be"
from "as is" would show existing links that are superfluous,
and probably represent wasted resources.)
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