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Product Description
Product Description
Causal mapping is a tool that enables you to make sense of challenging situations so that you can get more out of them. A causal map is a word and arrow diagram in which ideas and actions are causally linked with one another through the use of arrows. Typically, only specialists such as physical or social scientists and operations researchers know about causal mapping and the tool is therefore not widely known or its broad applicability understood. Until now there has been no guidance available on how to make use of the tool for more general purposes. This book lets managers understand the theory and practice of causal mapping in layman′s terms for use in both individual and group settings. It shows managers how to develop and use action–oriented strategy maps and logic models in business decision making. The authors show how causal mapping can be used as a tool to make sense of challenging situations and develop effective business responses.
From the Back Cover
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
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 used to 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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DO YOU EVER WONDER WHAT TO DO? Read the first page
Front Cover | Copyright | Excerpt | Index | Back Cover
DO YOU EVER WONDER WHAT TO DO? Read the first page
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Front Cover | Copyright | Excerpt | Index | Back Cover
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2 reviews
6 of 6 people found the following review helpful
Great idea, confusing presentation
23 Jan 2010
Format:Paperback
I agree with the authors that visually organizing and mapping ideas can be a tremendous help in making sound decisions. I also thought the examples the authors chose to illustrate the value of mapping were appropriate and showed clear cases where these techniques can be very helpful in planning and decision making.
My main problem with the book was that I found the organization of the material confusing. Idea mapping is a simple concept that, if presented clearly, doesn't require over 300 pages of explanation and examples. I was also a little put off by the numerous plugs for the authors' various products related to causal mapping.
I hope the authors will continue to promote the causal mapping ideas presented in this book because they certainly can be lead to much better decisions BUT I think they need to come up with a shorter, simpler, clearer explanation for how to apply these techniques.
My main problem with the book was that I found the organization of the material confusing. Idea mapping is a simple concept that, if presented clearly, doesn't require over 300 pages of explanation and examples. I was also a little put off by the numerous plugs for the authors' various products related to causal mapping.
I hope the authors will continue to promote the causal mapping ideas presented in this book because they certainly can be lead to much better decisions BUT I think they need to come up with a shorter, simpler, clearer explanation for how to apply these techniques.
7 of 11 people found the following review helpful
Don't waste your money and time
8 May 2008
Format:Paperback
Very amateurish writing style. I expected a better attempt from "professors" than such pathetic and childish approach. Authors almost insult the readers' intelligence by
1. Thinking that they have some really unique idea which no one has ever tried before.
2. Wasting many pages in the beginning just to get to the point and repeating the same basic idea with unending anectodes; which ultimately feels like elementary craft class.
The subject could and should have been presented in a better way by getting help from some professional writer. Sheer waste of paper it's written on.
1. Thinking that they have some really unique idea which no one has ever tried before.
2. Wasting many pages in the beginning just to get to the point and repeating the same basic idea with unending anectodes; which ultimately feels like elementary craft class.
The subject could and should have been presented in a better way by getting help from some professional writer. Sheer waste of paper it's written on.
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