Oh, the classic "not in my job description" roadblock. Here's the thing, though: collaborative modelling doesn't require anyone's permission to start. It just requires a different approach—and maybe a little creative interpretation of what "modelling" actually means.
First, let's reframe this. You can absolutely do modelling by yourself. Yes, it's not collaborative yet, but it's still modelling—and it's a perfect starting point. Create models for your own understanding. Sketch out processes, map domains, visualize dependencies. Do this quietly, for yourself, and then start sharing your work when it feels safe. You're not asking for permission; you're just thinking visually about the problems you're already working on.
This is what we call Secret Modelling—a concept borrowed from Design Sprints that Ben Monsoir adapted for collaborative modelling contexts. The idea is simple: you're in a meeting that desperately needs some visual structure, but you don't have the authority (or the job description) to facilitate a full modelling session. No problem. Pull out a notebook or open a small digital canvas and start sketching the conversation for your own understanding. Map what people are saying. Identify patterns. Connect the dots. This isn't for the group—it's for you. But here's the magic: as you build this understanding, you start asking sharper, more insightful questions. Questions like, "So, when this happens, does that trigger the next step?" or "Wait, who actually owns this decision?" People notice. They start wondering why you're suddenly asking all the right questions. Over time, your modeling becomes less of a secret and more of a shared practice—because it's clearly working.
If you're feeling a bit bolder—or if you have even a little ranking in the room—try Guerrilla Modelling. This one's more visible but still casual. When a conversation starts going in circles, just walk to the whiteboard (if you're onsite) or open a shared whiteboard tool (if you're remote) and start sketching. Don't ask for permission. Just do it. Use a humble, curious tone: "Can you help me understand? So you do X, then Y happens, and then…?" As you visualise what people are saying, they naturally start correcting you, adding details, and building on the model with you. Before you know it, the whole group is collaborating—even if they didn't realise they signed up for a modelling session.
One critical tip: choose an accessible technique for your first guerrilla attempt. Domain Storytelling works beautifully for this because the pictographs (people, systems, documents) feel intuitive and easy to critique. People can immediately see if the story on the board matches their understanding. This lowers the barrier to participation and makes it easier for others to jump in and contribute.
Here's what you're really doing: you're not breaking your job description. You're just thinking visually about the work you're already responsible for—and inviting others to think alongside you. As people see how effective this is, they'll become more open to official sessions. And before long, "collaborative modelling" might just find its way into your job description—because you've already proven its value.
Keep modeling, keep asking those sharp questions, and watch your influence grow. Want to dig deeper? Chapter 4 of our book has all the details on Secret and Guerrilla Modelling!
XoXo,
CoMo
