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

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

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

Networked GSS Workshop

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

B A 1 1 0.5 0.5 0.33’ A B Domain 6 3 Central 7.5 8 Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998

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

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

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