Your maps should be shitty.

Not because you don't care, but because you care more about what they do than how they look.

Because maps don't have to look good to be good.

Shitty Maps are Helpful.

Shitty Maps discussion play improvement
A Shitty Map is a quick, imperfect visual expression of an idea that invites discussion, play, and improvement.
It sheds the pretense of polish because there's nothing to hide; it's an honest, earnest communication, created to build alignment and move ideas forward.

The problem with fancy maps

Fancy Maps Don't Work

They take too long to make.

All that time, and in the end, do you know if it'll even be useful? or right?

They're made to tell, not to think.

They present answers when what we really need is a way to figure things out together.

They hijack your attention.

The design draws your eye to what's shiny — not necessarily to what matters.

They feel too polished to touch.

When something looks final, no one wants to question it — even when they should.

They look smarter than they are.

The design says "trust me," even when the thinking hasn't been tested.

They create false certainty.

The thing looks solid, even if the ideas inside aren't.

Make Your Maps Shitty

You can start right now
Six simple shapes is all it takes

Object

1. Start before you're ready Put something down.
Whatever you think you know.
Then you build from that.
Waiting defeats the purpose.

2. Don't clean it up Refine your understanding, not the aesthetics.
Make sure it's right before you make it look good.

3. Stop when you stall Don't force completion.
When you encounter resistance, it's a sign to step back and learn from what you've done.

Low Stakes Practice Enables High Stakes Performance

Practice making shitty maps of stuff that doesn't matter,
so you're confident when it does matter.

Practice Shitty Mapping: A Scenario Generator Toy

3 Ways to Practice

Solo Sense Making

You are mapping for yourself. There is no audience. You are trying to understand something — for your own clarity, your own thinking, your own use.

  • Your shorthand is fine. You don't need to explain your choices.
  • The map only needs to make sense to you.
  • Speed matters more than polish.
  • Ask yourself questions out loud as you map.

Collaborative Sense Making

You and another person are building understanding together. Neither of you has the full picture. The map emerges from the conversation between you.

  • The map belongs to both of you — not just your version.
  • Ask questions as much as you state things.
  • Leave room for their input, even in your imagination.
  • Shared understanding is the goal, not a perfect diagram.

Sharing Made Sense

You already understand this. Now you're helping someone else get it. You are the one with clarity, and you're translating it for your audience.

  • Your map needs to work for them, not just for you.
  • Structure matters — give them a path to follow.
  • Check for understanding as you go.
  • Simplify ruthlessly. You can always add detail later.
10 Audiences to Imagine

The Newcomer

Someone brand new to this world. They don't have your context, vocabulary, or assumptions. Think of a new hire encountering this domain for the first time.

  • Jargon is a wall. Find other words.
  • Start with why this matters before explaining how it works.
  • Your map needs to stand on its own — they can't fill in gaps.
  • Patience is a skill. Practice it here.

The Child

A literal child, or someone with no frame of reference. They are curious, direct, and will ask "why" five times in a row.

  • If you can't explain it simply, you don't understand it well enough.
  • Use analogies, stories, and concrete examples.
  • Abstract concepts need grounding in things they can see or touch.
  • Their questions are gifts — they show where your thinking has holes.

The Authority

Someone with formal power over you. They control resources, make decisions, and shape your trajectory. Think of a boss or someone whose approval you need.

  • Clarity matters more than cleverness — they don't have time for puzzles.
  • You're managing up: framing, scoping, simplifying.
  • Assume they care about outcomes and risk, not process details.
  • Anticipate their questions before they ask them.
30+ Mapping Ideas — Easy to Hard

your morning commute

A daily process, familiar but rarely examined. Everything between waking up and arriving — what's actually happening in there?

  • What are the steps, choices, and conditions?
  • Where does decision-making happen, and where is it automatic?
  • What would break it?
  • What's the emotional arc from start to finish?

the way you handle feedback

When someone responds to your work, what actually unfolds? What's the internal pattern you've never quite put into words?

  • What's the first thing that happens inside you?
  • When does feedback land well — and when does it sting?
  • What's the gap between how you want to handle it and how you do?
  • What conditions make the difference?

your relationship with failure

Abstract, personal, and revealing. What does failure actually mean to you — and what does the answer say about how you move through the world?

  • What counts as failure, and who decides?
  • How long does it stay with you, and what changes that?
  • What's the story you tell yourself afterward?
  • What would a healthier version of this look like?
Practice for Free →

About Shitty Maps

Shitty Maps is about coming together as practitioners who aren't afraid to be vulnerable with our thoughts, invite collaboration, expose the work of the messy middle, and get meaningful work done.

Let's be proud of our Shitty Maps and their ability to be a means to an end.

Let's give each other the permission we didn't ask for, but desperately need to make things be good, not just look good.

If you need someone to talk to your team about Shitty Maps or want help building a Shitty Mapping capability within your organization, please reach out.