We live in a complex world. We are constantly challenged by issues
that seem at first to be simple, but on reflection turn out to have
complicated causes and consequences that can dramatically affect
our lives. Often, getting a handle on what the issues are is half
the battle. Imagine a tool that can help you unravel the complexity
of the decision-making labyrinth, a process that would allow you
to:
- Make sense of challenging situations
- Tackle a large number of ideas and their interconnections
- Evaluate and explore values, goals, strategies and actions
- Link strategic thinking to action
- Develop effective action plans in response to the issues
- Create shared meaning and agreement
- Communicate strategies in ways that can be easily understood
and acted upon
- Make people understand why an action is important and how they
can help
- Help you move from 'winging it' to creating integrated
strategies that are robust, both today and in the future, for your
firm
Causal mapping is that process. A causal map links your ideas using
a few simple rules to reflect causality and so reveal strategic
options and goals. Visible Thinking shows you how to create causal
maps for individuals and groups, and thereby to capture the power
and broad applicability of causal mapping in a business, as well as
a personal, context. Visible Thinking will revolutionize the way
you approach complex situations and help you decide what you should
do, how you should do it and why.
The causal mapping process is illustrated through a series of
real cases - from tackling personal problems to strategy-change
efforts in business, public and not-for-profit organizations. The
cases are usedto present a comprehensive set of process guidelines
designed to help you create your own action-oriented causal
maps.
'Mapping has worked very well in enabling us get to grips with
major decisions. The process brings issues and underlying
assumptions to the surface, using the diverse perspectives of all
members of the group. Then, most helpfully, it structures
contributions so that the group reaches a shared understanding and
can see the whole, rich picture.' Ros Micklem, Principal, Cardonald
College, Glasgow, Scotland
'Bryson, Ackermann, Eden and Finn beautifully convert the bland
noun "map" into the vivid managerial verb, "to map," and in doing
so define a unique managerial capability that can provide new
sources of order and meaning in chaotic times.' Karl E. Weick,
Rensis Likert Distinguished University Professor of Organizational
Behavior and Psychology, University of Michigan Business School,
Ann Arbor, Michigan, USA
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