Cognitive Mapping: A Process to Support Strategic Planning in an Academic Department

Cognitive mapping has been used to support strategic planning in business. However, the process has seldom been utilized to support strategic planning in nonprofit public organizations, where many reporting lines are less clear. This paper describes how the cognitive mapping process was designed and implemented to help a large academic department identify and merge the individual goals of faculty members as a first step in creating a strategic plan. Each map was created using the Decision ExplorerTM software during individual interviews, as opposed to using paper and pencil. An action case approach was used to plan and evaluate individual mapping sessions. Eliciting individual cognitive maps led to greater engagement by faculty in the strategic planning process. Nearly all of the participating faculty members believed that the cognitive mapping process was helpful and insightful and the resulting map was accurate and complete.The authors would like to thank the McNair Scholars Program for funding which enabled participation of Fatima Goines and Svetlana Vaysberg in the projec