Mapping causal knowledge: How managers consider their environment during meetings

Mapping causal knowledge: How managers consider their environment during meetings

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Article ID: iaor200969062
Country: United Kingdom
Volume: 10
Issue: 5/6
Start Page Number: 321
End Page Number: 340
Publication Date: Jun 2009
Journal: International Journal of Management and Decision Making
Authors: , ,
Keywords: behaviour
Abstract:

Causal mapping can help managers to think through the causal influence between issues, enabling them to base a decision on a more structured consideration. Even in regular meetings, learning and the integration of knowledge from diverse stakeholders can benefit from causal mapping. Four causal mapping meetings with management teams are analysed to assess how managers thought causally about their environment when strategy-making. We found that although managers can use other views to expand their environmental knowledge, some prefer to use familiar information rather than less familiar information. Despite this preference, many managers thought systemically about a raft of related issues. We discuss our findings in the context of regular meetings and offer improvements to the facilitation of group causal mapping.

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