- Can too much mapping lead to exhaustion? (see this post for further ideas on this)
- Can mapping get in the way of exploring?
- Is it appropriate to use the term 'customer' when financial restrictions will mean that partnering with local citizens becomes an economic necessity (see here for more about this debate)
- Is CJM on its own enough? What other organisational development is required to make the most of the insights and ideas gained?
- How hard is it to engage executive and political leaders in CJM? What else needs to be done?
- How much danger is there that CJM sanitises the frustrations and ambitions of local citizens by turning it into a 'map'? How direct, face to face and authentic conversations between service users & providers (at all levels) built into the process?
- What change of culture is required to make the most of CJM? Or does CJM itself stimulate a change in culture?
- How should the investment in CJM be evaluated? How has it been evaluated already?
- In these increasingly stringent times - is CJM a nice to do or a need to do? What are the key arguments to assert its value?
UPDATE: It is my understanding that this team has now been disbanded.