This paper examines organisation images where there is a need to understand the facilitation of change, and focuses on the space where learning and emergence in organisations meet with the design of organisations. It is based on the assumption that people, including managers and other agents of change, act and make decisions according to their own conceptions. Intended change and development in organisations are as necessary as they are challenging. Shortfalls are common and failure is frequently the outcome. The aim here is to explore how work-integrated relations may be visualised, and to discuss qualities of three different types of organisation images in terms of their potential contribution to understanding intended change. In addition to the usual organisational chart the visualisations organisation as circle and task as network are displayed and discussed.