A Methodology for Constructing Collective Causal Maps*

Abstract

This article develops a new approach for constructing causal maps called the Collective Causal Mapping Methodology (CCMM). This methodology collects information asynchronously from a group of dispersed and diverse subject-matter experts via Web technologies. Through three rounds of data collection, analysis, mapping, and interpretation, CCMM constructs a parsimonious collective causal map. 264A Methodology for Constructing Collective Causal Maps management. Causal maps are an essential tool for managers who seek to improve complex systems in the areas of quality, strategy, and information systems. These causal maps are known by many names, including Ishikawa (fishbone) diagrams, cause-andeffect diagrams, impact wheels, issue trees, strategy maps, and risk-assessment mapping tools. Causal maps can be used by managers to focus attention on the root causes of a problem, find critical control points, guide risk management and risk mitigation efforts, formulate and communicate strategy, and teach the fundamental causal relationships in a complex system. Only two basic methods for creating causal maps are available to managers today-brainstorming and interviews. However, these methods are limited, particularly when the subject-matter experts cannot easily meet in the same place at the same time. Managers working with complex systems across large, geographically dispersed organizations can employ the CCMM presented here to efficiently and effectively construct causal maps to facilitate improving their systems.

Operational Research(ers) in development: Growing a new generation of operational researchers

“…The dissertation employed a combination of causal mapping (Scavarda et al 2006) and root definition building (Checkland 1998;2000) to structure the problem. Causal mapping is a visual tool used to graphically represent the thoughts of an individual or group regarding a specific issue, in this case the spaza shop system.…”

Performance Management by Causal Mapping: An Application Field of Knowledge Management

“…Moreover, the finalisation of an aggregated group map is widely spread via group discussions and workshops [31,38]. Such a group aggregation process can also be computer-supported [40][41][42]. In order to realise the advantages of causal mapping, it is absolutely necessary to involve a sufficient number of experts in the mapping process [43].…”

Relationship Marketing results: proposition of a cognitive mapping model

“…It is important to ensure that all constructs are clearly defined, so that they may be understood in the same way by everyone. The second step is presentation of the constructs, listed for the experts who are to be interviewed and will point out the relationships between them (BouzdineChameeva, 2005; Clarkson & Hodgkinson, 2005;Markóczy & Goldberg, 1995;Scavarda, Bouzdine-Chameeva, Goldstein, Hays, & Hill, 2005). Next, the individual maps of respondents are developed (Bouzdine-Chameeva, 2005;Clarkson & Hodgkinson, 2005;Markóczy & Goldberg, 1995); Finally, we present a consolidated map of all respondents (BouzdineChameeva, 2005;Scavarda et al, 2005).…”