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 “notgoals”
• Discover emergent system of goals
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
ISSUE MANAGEMENT
• What is happening to generate the issues
• Ladder down to discover emergent beliefs
system
• These provide the basis for option surfacing
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
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
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
Networked GSS Workshop
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
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
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
A
Domain
Central
1
0.5
A
6
7.5
© Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998
0.33’
0.5
1
B
B
3
8
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
Goals
Strategies
Options/
assertions/
facts
most potent options
Hierarchical sets
© Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
LSD(those items NOT
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)
© Making Strategy: The Journey of Strategic Management - Eden and Ackermann, 1998
LSS (Those items
appearing in both sets)
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999
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
Strategic and Systems Thinking for the Public Sector - 29th-31st March 1999