1. ISSUE MANAGEMENT
Strategic Issues we expect to face in the next “n” years
What do we achieve by addressing them
Ladder upwards towards goals and “not-goals”
Discover emergent system of goals

2. ISSUE MANAGEMENT What is happening to generate the issues
Ladder down to discover emergent beliefs system
These provide the basis for option surfacing

3. Methods of Group participation, manual, single user and multi user
Manual methods - Oval mapping
builds teams, provides social context, less threatening
able to be flexible in location & setup
Single User (SUGS)
focus on issue at hand rather than distracted by PCs
manage content and process (coding rules)
groups work with greater complexity more confident
increased productivity through greater concentration
Multi User (direct entry) (MUGS)
faster capture of data
anonymity
participation increase leads to
increased knowledge, wisdom and beliefs
increased understanding
increased ownership (RBPG middle managers) move from cynic
structuring - explanation to cognitive mapping (causal maps)
identifying means end/options outcome - show diagram?
action orientation - with detail....brevity
able to understand ideas through their content and context
use example of SNH?
informs all forms of information capture
Manual - use of oval mapping (show figure) great to get started
Single User - benefit of being able to concentrate, negotiate, show figure - eg from single day work (LGI)
Multi-User - benefits of fast entry and anonymity show figure + demo
Using all three adds flexibility. Give SNH GDSS/GSS example - Related to task. 10 mins - need 10 for demo 19

4. Networked GSS Workshop

5. Use of analysis to manage complexity
* reviewing orphans, heads (potential goals) and tails (potential options)
* identifying emergent themes/clusters through
- exploring those ideas that are the ‘busy’iest’
- checking the centrality of ideas
* testing themes by
- creating mutually exclusive sets (using cluster analysis)
- creating hierarchical sets (tear drops capturing the explanations)
* providing navigation using
- colour coding for goals, key issues/strategies, options etc
- producing an overview (route map) of the key issues (and goals)
* highlight potential options through
- identifying those potentially potent ideas that are composite tails
* exploring feedback loops

7. B A 1 1
0.5
0.5
0.33’
A B
Domain 6 3
Central
Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

8. Goals Strategies Options/ assertions/ facts most potent options
Hierarchical sets
Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

9. LSD(those items NOT LSE (those times LSS (Those items all actions
appearing in the overlap)
all actions
assigned to
Damien Miller
all actions to be
completed by
08/96
LSE (those times
in the first set only
excluding those in
the second)
LSS (Those items
appearing in both sets)
Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

10. Oval mapping reviewed * able to link within and across clusters
* produce a network/overview of key issues
* prioritise issues using voting or ranking
* identify possible options
* develop a goal system
* use computer software to;
- further analyse qualitative data/ information
- manage multiple events
* undertake a ‘role play’ to test options