Colin Eden – författare

Causal mapping is a tool that enables you to make sense of challenging situations so that you can get more out of them. 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. Typically, only specialists such as physical or social scientists and operations researchers know about causal mapping and the tool is therefore not widely known or its broad applicability understood. Until now there has been no guidance available on how to make use of the tool for more general purposes. This book lets managers understand the theory and practice of causal mapping in layman's terms for use in both individual and group settings. It shows managers how to develop and use action-oriented strategy maps and logic models in business decision making. The authors show how causal mapping can be used as a tool to make sense of challenging situations and develop effective business responses.

Causal mapping is a tool that enables you to make sense of challenging situations so that you can get more out of them. 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. Typically, only specialists such as physical or social scientists and operations researchers know about causal mapping and the tool is therefore not widely known or its broad applicability understood. Until now there has been no guidance available on how to make use of the tool for more general purposes. This book lets managers understand the theory and practice of causal mapping in layman''s terms for use in both individual and group settings. It shows managers how to develop and use action-oriented strategy maps and logic models in business decision making. The authors show how causal mapping can be used as a tool to make sense of challenging situations and develop effective business responses.

Interest in the field of managerial and organizational cognition has been intense over the last few years. This book explores and provides an in-depth overview of the latest developments in the area and presents answers to the questions accompanying its growth: Is the field distinctive? How does it extend our understanding of managerial processes?

From different disciplinary perspectives and empirical settings, the contributors study patterns of managerial cognition. In particular, the longitudinal approach reflected in the volume contributes to its impact as a grounded, practice-based analysis of cognition in organizations.

Strategic planning becomes visual with strategy maps and the tools, techniques, and guidance for turning them into effective action.

Developed as a companion workbook to John Bryson''s best-selling Strategic Planning in Public and Nonprofit Organizations, Visual Strategy: A Workbook for Strategy Mapping in Public and Nonprofit Organizations, goes beyond making the case for good and effective strategic planning to making strategy visual through effective strategy mapping. Strategy mapping prevents groups of people from talking over one another and going around in circles. It helps people speak and be heard, produce lots of ideas and understand how they fit together, make use of causal reasoning, and clarify ultimately what they want to do in terms of mission, goals, strategies, and actions. Strategy mapping can join process and content in such a way that good ideas worth implementing are found and the agreements and comments needed to implement them are reached. The result is living strategic plans that act as useful guides to action.

With detailed examples, actual strategy maps, process guidelines and hand-drawn illustrations, the book will help leaders, managers, students and other professionals see patterns across mission, goals, strategies and actions while helping to identify areas of alignment and misalignment and determine, real time, where elements are needed, missing or not useful in a strategic plan.

For leaders and managers of public and nonprofit organizations, facilitators and consultants, professors and students of strategic planning, strategic management, strategic mapping, and public policy, professional development workshops focused on strategic planning and strategy mapping.

Strategic planning becomes visual with strategy maps and the tools, techniques, and guidance for turning them into effective action.

Developed as a companion workbook to John Bryson''s best-selling Strategic Planning in Public and Nonprofit Organizations, Visual Strategy: A Workbook for Strategy Mapping in Public and Nonprofit Organizations, goes beyond making the case for good and effective strategic planning to making strategy visual through effective strategy mapping. Strategy mapping prevents groups of people from talking over one another and going around in circles. It helps people speak and be heard, produce lots of ideas and understand how they fit together, make use of causal reasoning, and clarify ultimately what they want to do in terms of mission, goals, strategies, and actions. Strategy mapping can join process and content in such a way that good ideas worth implementing are found and the agreements and comments needed to implement them are reached. The result is living strategic plans that act as useful guides to action.

With detailed examples, actual strategy maps, process guidelines and hand-drawn illustrations, the book will help leaders, managers, students and other professionals see patterns across mission, goals, strategies and actions while helping to identify areas of alignment and misalignment and determine, real time, where elements are needed, missing or not useful in a strategic plan.

For leaders and managers of public and nonprofit organizations, facilitators and consultants, professors and students of strategic planning, strategic management, strategic mapping, and public policy, professional development workshops focused on strategic planning and strategy mapping.

′Demystifies strategy making while at the same time deepening our understanding of what the process entails. Their work is a marvellous guide for those striving to make sense of complexity′ -

Karl E. Weick, Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan

 

′This book is at the very cutting edge of strategic management theory and yet also of immense practical use. It is truly a rare and stunning achievement′ -

John M Bryson, McKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota

 

′Using this book enabled me to facilitate a multicultural team of seven managers so that they very quickly got to grips with the challenges and opportunities facing the organization and developed a realistic workable strategy, whilst at the same time building a real sense of team cohesion and the feeling that individuals had been listened to′ -

Alison Devine, Director, British Council, Taipai

 

This lucid and highly-accessible text addresses the challenges of how to build a robust and implementable strategy. Strategy making is seen as something relevant to managers of departments, divisions, SME′s, as well as the top management teams of public and for-profit organizations.

 

Four key routes to creating a strategy are discussed. These routes, when taken together, provide a powerful means for agreeing a negotiated strategy, and comprise: strategic issue management, agreeing organizational purpose, competitiveness from the exploitation and protection of distinctiveness, and the strategic management of stakeholders. The designs have been used extensively, in a wide range of countries, by management teams in all types of organisations.

'Demystifies strategy making while at the same time deepening our understanding of what the process entails. Their work is a marvellous guide for those striving to make sense of complexity' -

Karl E. Weick, Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan

 

'This book is at the very cutting edge of strategic management theory and yet also of immense practical use. It is truly a rare and stunning achievement' -

John M Bryson, McKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota

 

'Using this book enabled me to facilitate a multicultural team of seven managers so that they very quickly got to grips with the challenges and opportunities facing the organization and developed a realistic workable strategy, whilst at the same time building a real sense of team cohesion and the feeling that individuals had been listened to' -

Alison Devine, Director, British Council, Taipai

 

This lucid and highly-accessible text addresses the challenges of how to build a robust and implementable strategy. Strategy making is seen as something relevant to managers of departments, divisions, SME's, as well as the top management teams of public and for-profit organizations.

 

Four key routes to creating a strategy are discussed. These routes, when taken together, provide a powerful means for agreeing a negotiated strategy, and comprise: strategic issue management, agreeing organizational purpose, competitiveness from the exploitation and protection of distinctiveness, and the strategic management of stakeholders. The designs have been used extensively, in a wide range of countries, by management teams in all types of organisations.

'Demystifies strategy making while at the same time deepening our understanding of what the process entails. Their work is a marvellous guide for those striving to make sense of complexity' -

Karl E. Weick, Rensis Likert Distinguished University Professor of Organizational Behavior and Psychology, University of Michigan

 

'This book is at the very cutting edge of strategic management theory and yet also of immense practical use. It is truly a rare and stunning achievement' -

John M Bryson, McKnight Presidential Professor of Planning and Public Affairs, Hubert H. Humphrey Institute of Public Affairs, University of Minnesota

 

'Using this book enabled me to facilitate a multicultural team of seven managers so that they very quickly got to grips with the challenges and opportunities facing the organization and developed a realistic workable strategy, whilst at the same time building a real sense of team cohesion and the feeling that individuals had been listened to' -

Alison Devine, Director, British Council, Taipai

 

This lucid and highly-accessible text addresses the challenges of how to build a robust and implementable strategy. Strategy making is seen as something relevant to managers of departments, divisions, SME's, as well as the top management teams of public and for-profit organizations.

 

Four key routes to creating a strategy are discussed. These routes, when taken together, provide a powerful means for agreeing a negotiated strategy, and comprise: strategic issue management, agreeing organizational purpose, competitiveness from the exploitation and protection of distinctiveness, and the strategic management of stakeholders. The designs have been used extensively, in a wide range of countries, by management teams in all types of organisations.

The second edition of this defining handbook provides an up-to-date reference on approaches to the principles and practice of negotiation, group decision-making, and collaboration. It includes the origins, development, and prospects of electronic negotiation, as well as on-line or computer-based arbitration. It constitutes a comprehensive guide to how traditional issues in negotiation, such as knowledge, language, strategy, fairness and justice, have been transformed by technology.  The growing field of group decision and negotiation is best described as the empirical, formal, computational, and strategic analysis of group decision-making and negotiation, especially from the viewpoints of organizational behaviour, management science and operations research. The topic crosses many traditional disciplinary boundaries. It has connections to business administration and business strategy, management science, systems engineering, computer science, mathematics, law, economics, psychology, and other social sciences. The first edition greatly strengthened this advancing field. This thoroughly revised and considerably enlarged second edition maintains the approach and philosophy, while adding many important and emerging topics, and an entire section on the frameworks that have created the field. It is a comprehensive, accurate, reliable, and readable reference, and is a major reference volume in the field of group decision and negotiation.

The second edition of this defining handbook provides an up-to-date reference on approaches to the principles and practice of negotiation, group decision-making, and collaboration. It includes the origins, development, and prospects of electronic negotiation, as well as on-line or computer-based arbitration. It constitutes a comprehensive guide to how traditional issues in negotiation, such as knowledge, language, strategy, fairness and justice, have been transformed by technology.  The growing field of group decision and negotiation is best described as the empirical, formal, computational, and strategic analysis of group decision-making and negotiation, especially from the viewpoints of organizational behaviour, management science and operations research. The topic crosses many traditional disciplinary boundaries. It has connections to business administration and business strategy, management science, systems engineering, computer science, mathematics, law, economics, psychology, and other social sciences. The first edition greatly strengthened this advancing field. This thoroughly revised and considerably enlarged second edition maintains the approach and philosophy, while adding many important and emerging topics, and an entire section on the frameworks that have created the field. It is a comprehensive, accurate, reliable, and readable reference, and is a major reference volume in the field of group decision and negotiation.