The world of organisation design is traditionally dominated by well defined elements that leave as little room for interpretation as possible. Clear processes, stringent pay and benefit regulations, extensive contract, detailed service level agreements, stringer budget cycles are the obvious exapmles. But also the rigidity of customer focus groups and the absoluteness of business cases are mostly hard-lined.
The real world is full of ambiguity, full of qualitative and less exact measure. And in a lot of cases we can live rather well with vaguely defined objectives. People may understand them even better than the hard rules. Sketches are often even more illustrative then the detailed design. Charcoal and soft pencil draw a different picture then computer aided design programs.
Designers know the value of the sketch in soft lines. It is undoubtedly helpful in a process of creative thinking. It provides freedom.
For the design of products, the sketch needs at a certain point become a very precise and exact design in order to enable the production. But other results of sketching and designing do not require that same hardness. A painting, a film script, a musical score benefit from a lack of exactness and hard details in the end result. The soft lines of the end product leave room for valuable interpretation. The experience of the work leaves room for a personal touch.
And this double quality of the soft line can be applied to organizations, both in the design proces of an organisation and as in the realized elements of an organisation. And although some exactness might be needed, leaving space for inspiring interpretation add to the beauty of an organisation.