Thinking in Networks to Avoid Pitfalls of Managerial Thinking

Building scenarios with Fuzzy Cognitive Maps: An exploratory study of solar energy

“…The resulting causal maps, which are sometimes also called influence diagrams and oval maps [12,19], show the subjective knowledge of individuals. The mapping process fosters system thinking and enables subject matter experts to become aware of flaws in their own mental models, such as inconsistencies, ignorance of (de-)stabilizing feedback loops, and unquestioned assumptions [16]. More importantly, the resulting causal maps allow others to gain insights into the formerly tacit mental models of individual experts and decision makers.…”

“…In academic research, these insights are frequently used to assess decision-making and to understand managerial actions as a result of commonalities and differences in the worldviews of the management team [20][21][22]. In scenario development and strategic planning knowledge of mental maps is used to identify key issues of the scenario domain and guide the exploration of alternative futures in a group setting [16,17,23].…”

“…1), has long been proposed as a solution to the problem [15][16][17]. Cognitive mapping captures individuals' unique views of their world, either through interviews that are later transcribed into causal maps [17] or through self-guided mapping approaches, such as Bougon's Self-Q-Technique [18].…”

Transforming an agricultural trade organization: a system‐dynamics‐based intervention

“…This division of the challenges presented makes sense, because it allows for more depth in the analysis and a search for customized solutions (Gomez and Probst 1999; see also Probst and Gomez 1992). In the case of the product range, conventional planning tools were used (e.g., an Excel  -based tool for simulating environmental changes and their financial implications for the firm).…”

Multi-Perspective Technology Assessment to Improve Decision Making: A Novel Approach Using Fuzzy Cognitive Mapping for a Large-Scale Transmission Line Upgrade

“…They have also been used in strategy workshops to elicit how managers think about their business environment, to identify and discuss areas of agreement and disagreement in the management team, and to foster managers' understanding of the dynamic complexity of the problems they are facing (F. Collin Eden & Fran Ackermann, 2002;Probst & Gomez, 1989). Axelrod (1976, p. 5) asserts that "causation is vital to the process of evaluating alternatives" and "people evaluate complex policy alternatives in terms of the consequences a particular choice would cause, and ultimately of what the sum of all of these effects would be."…”