A Methodology for Constructing Collective Causal Maps

This paper 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. The paper illustrates the Collective Causal Mapping Methodology by constructing a causal map as a teaching tool for the field of operations 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-and-effect 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. Thus, the impetus to develop the CCMM. Subject areas: Process improvement, quality management and systems, causal maps, knowledge networks A Methodology for Constructing Collective Causal Maps INTRODUCTION Causal maps are an essential tool for managers who seek to improve complex systems in the areas of quality (Evans, 2005; Pande & Holpp, 2001), information systems (Nelson, Nadkarni, Narayanan, & Ghods, 2000), and strategy (Kaplan & Norton, 2004). These causal maps are known by many names, including Ishikawa (fishbone) diagrams (Enarsson, 1998), cause and effect diagrams (Evans, 2005), impact wheels (Sorach, 2006), issue trees (Universität St. Gallen, 2005), strategy maps (Kaplan & Norton, 2004), current reality trees (Goldratt, 1994), and risk assessment mapping tools (Hodgkinson, Tomes, & Padmore, 1996). Managers can apply causal maps in at least five ways. First, causal maps can be used as a diagnostic tool to focus attention on the root causes of a problem (Evans, 2005). Second, they can be used to identify the critical control points (the levers) for a system (Kaplan & Norton, 2004). Third, they can be used to guide risk management and risk mitigation efforts (Card, 1998). Fourth, they can assist managers in both formulating and communicating strategy (Kaplan & Norton, 2004). Fifth, they can be a powerful tool to help managers teach the fundamental causal relationships in a complex system. In the social sciences, a causal map is generally considered to be a particular type of cognitive map, which is an individual’s mental model of the relationships (causal or otherwise) among the elements of a system. Typically, causal maps are drawn with nodes representing concepts, ideas, or areas. The nodes are linked with unidirectional arcs that represent beliefs about the causal relationships among these nodes. The arcs may indicate only the presence or