1. Mapping forward from the business event instead of backward from the client value, leading to biased maps. Always work backwards at least once. 1. Neglecting the narrative by preferring the devil you know over the devil you don't, including dismissals like "we already know our biggest constraint". 2. Misaligned and conflicting incentives ("local optima") that restrict flow or sabotage improvement efforts. 3. Not mapping the complete stream, especially if the constraint turns out to be upstream. 4. Craving unnecessary precision instead of building top-down and only going deep where it matters. 5. Conflict with existing operating models, due to: 1. A lack of framing, shared narrative, or purpose. → Outcome Mapping can help! 2. A lack of clarity on how the company operates ("too big of a mess"). → Focus on providing even minimal clarity, such as mapping the types of activities the company carries out. 3. A lack of psychological safety. → As the facilitator, you typically don't own the mess you are tying to untangle. Make it safe and easy for those who do to contribute. Focus on less sensitive and subjective information and keep more sophisticated measurements for later.