Approximately 16 participants — ½ or 1 Day
Why are there persistent issues that have resisted corrective efforts? From a systems viewpoint, the reason is typically systemic in origin and the issues are ripples from one or two unrecognised and unresolved underlying causative factors. Until these hidden causes are identified and corrected, organisational improvements will be hindered and limited. Perhaps it's time for a fresh approach?
Participants will visually represent their organisational system and its environment to address issues which require improvement. These sessions will draw upon ideas and techniques from Cognitive-/Causal-Mapping, Checkland's Soft Systems Methodology, Goldratt's Theory of Constraints and Congruent Business Models. Several examples can be seen on the Articles page.
Later, once a diagnostic hypothesis has been developed and possible corrective actions are being considered, thinking downstream will help to anticipate consequences. Then you can develop contingency options to minimise negative consequences or overcome obstacles.
Why Visually Represent The Organisation Using Causal Maps?
- A visual representation identifies the important factors, the flows between them and the direction of any changes. This makes the systemic behaviours more apparent.
- Causal maps of issues and systems makes it easier to discuss things with colleagues and makes it less likely to miss something important.
- You and your colleagues can check the representation for completeness and correctness.
- Since approximately 80% of people have a visual sensory preference, a visual approach will be more widely applicable.