The application of causal maps to develop a collective understanding of complex organizational contexts in requirements analysis

Abstract This article examines causal mapping as a tool to facilitate the requirements analysis process. Although a number of methodologies are available to facilitate the causal mapping process, a major difficulty is that little is empirically known about the appropriate behaviors to be followed when applying causal mapping techniques. The benefits of applying causal mapping to overcome certain human information processing limitations that impede the requirements analysis process are discussed. The effective application of causal mapping as a RA tool is presented and a case study is described in which the causal mapping technique was applied to develop a rich understanding of an ill-structured organizational phenomenon. Finally, insights gained from the case study are used to assess the validity of several propositions intended to guide the process.

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