1. Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999 Why use Oval Mapping? * useful method for being able to see the whole picture rather than one section * promotes organizational learning and team building * manual - therefore easy to set up and run * allows participants to speak ‘simultaneously’ - therefore increases productivity * able to involve a larger number of people in the process (for example 10-12 people) AND quicker * transparent, with added value - e.g. clusters, priorities, linkages * helps determine the interacting nature of issues e.g. identifying boundaries, resources, begins to identify stakeholders

2. Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999 Developing “Cause Maps” re-organise the cluster “the tear-drop” “GOALS” or DISASTEROUS outcomes ISSUES or possible STRATEGIES more detailed OPTIONS MEANS END OPTION Desired OUTCOME If possible - convert the language to proposition - put in a verb, get rid of questions Direction of Arrow © Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

3. Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999 Oval Mapping - Later on in the process

4. Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999 Oval Mapping * don’t panic if you can’t see the group’s clusters - try moving them around, see what emerges - it usually takes a little time * be prepared to change existing clusters if alternatives emerge Clustering - hints & tips * separate sub-clusters from main clusters (lots of flipchart paper!) - where a cluster is quite extensive it may mean there is more than one issue - break it down * suggest (doesn’t always work) that people put their ideas into clusters * don’t worry about having a ‘dump’ cluster, it can be worked on in due course

5. Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999 Oval Mapping * begin to implicitly form them hierarchically - don’t draw in links until your are relatively clear about the link (as much as is practicable) * identify the label (in your head at least) so as to provide a quick overview of emergent issues - write these up once the cluster has been agreed upon Structuring of a cluster * encourage alternative views (links and statements), get them written down, get them up on the wall, there is always a danger of them being missed * reword where possible into more action oriented statements (particularly a verb) * get them to flesh out short statements - increase clarity & meaning