"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. The arrows indicate how one idea or action leads to another. Causal mapping makesit possible to articulate a large number of ideas and their interconnections in such a way that people can know what to do in an area of concern, how to do it and why, because the arrows indicate the causes and consequences of an idea or action. Causal mapping is therefore a technique for linking strategic thinking and acting, helping make sense of complex problems, and communicating to oneself and others what might be done about them." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"A statement of strategic aims is powerful when it represents the interaction between all of the goals [Strategy]: the goals are seen as a system where each goal helps deliver other high-level goals and may in turn be helped by the delivery of subordinate goals." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"Causal mapping is a simple and useful technique for addressing situations where thinking– as an individual or as a group–matters. 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. The arrows indicate how one idea or action leads to another. Causal mapping makes it possible to articulate a large number of ideas and their interconnections in such a way that people can know what to do in an area of concern, how to do it and why, because the arrows indicate the causes and consequences of an idea or action." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"Causal mapping is [...] a technique for linking strategic thinking and acting, helping make sense of complex problems, and communicating to oneself and others what might be done about them. With practice, the use of causal mapping can assist you in moving from 'winging it' when thinking matters to a more concrete and rigorous approach that helps you and others achieve success in an easy and far more reliable way" (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"Causal mapping makes it possible to articulate a large number of ideas and their interconnections in such a way that we can better understand an area of concern. Causal mapping also helps us know what to do about the issue, what it would take to do those things, and what we would like to get out of having done so. Causal mapping is therefore a particularly powerful technique for making sense of complex problems, linking strategic thinking and acting, and helping to communicate to others what might or should be done. " (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"Linking focuses attention not on topics but on action: what results might be achieved by doing something, and what things needed to be done to make other things happen." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"Positive feedback loops are very important. Even when afeedback loop is made up of competencies, because they are self-sustaining they may be very important resources for the future of the business [Strategy]. A positive loop means that each of the competencies in the loop feeds all of the others. When the feedback loop is distinctive, this will be even more important because the distinctiveness is self-sustaining." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"The process of constructing a map thus allows you to reflect on your own thinking, or that of someone else. Mapping helps you become conscious of your reasoning and to understand clearly what another person is thinking. In turn, that consciousness and understanding can help you reaffirm what you think or else change your mind. Shared understanding and mutual agreement also become possible." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"When an individual uses causal mapping to help clarify their own thinking, we call this technique cognitive mapping, because it is related to personal thinking or cognition. When a group maps their own ideas, we call it oval mapping, because we often use oval-shaped cards to record individuals’ ideas so that they can be arranged into a group’s map. Cognitive maps and oval maps can be used to create a strategic plan, because the maps include goals, strategies and actions, just like strategic plans." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
"When people question assumptions, the map may clarify what they are. When logic is challenged, the map may help. When people want to know how goals and strategies are linked, the map may show how they are. The map does not make the decisions. Rather, it provides a record that preserves complexity, yet organizes and categorizes that complexity in such a way that people can understand and manage it. And if more mapping needs to be done, the map is there as a base on which to build." (John M Bryson et al, "Visible Thinking: Unlocking Causal Mapping For Practical Business Results", 2004)
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