What is decision mapping?

September 8, 2009 by Tim van Gelder

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Simply put, decision mapping is drawing a map of the thinking involved in a deliberative
decision.

Making a decision is essentially trying to choose the best thing to do from a range of
options. Each of those options may have various advantages and disadvantages, and
these in turn may be supported by further arguments and evidence, or subject to
dispute. Decision mapping displays this complex structure in an easy-to-follow diagram.

There are two main aspects to it. First, there is making fully explicit the various decision
ingredients – the questions, options and sub-options, pros and cons, arguments and
evidence – and their relationships in a systematic, disciplined way.

Second, there is producing the map, i.e. laying all this out in visual form. Following a
set of diagramming conventions, and using purpose-built software, we produce a map
showing what we’ve got and how it all hangs together. The map can be displayed on
screen or printed out, sometimes in the form of a large chart or poster.

Here is an example: a map based on a Harvard Business Review case study (click to
see larger image):
Benjamin Franklin famously recommended that, to make a difficult decision, we should
list the Pros and Cons of a course of action on a sheet of paper, and “cancel out” those
of equal weight. Decision mapping is really just Franklin’s “Moral Algebra” extended to
handle more complex deliberative decision structures and modified so as to take
advantage of contemporary information-processing technologies.

But why would you do this?

Fundamentally, decision mapping helps us make better decisions. It helps improve “hit
rate,” i.e. the proportion of decisions we get basically right. It does this by improving the
thinking leading up to the decision.

The process of decision mapping, properly followed, makes the thinking more clear,
rigorous and complete. Following the decision mapping guidelines, we can articulate
and organise our thinking more effectively. Then, when it comes time to make our
choice, our judgement is more well-founded.

The map itself helps us get our minds around the decision. The reality is that decisions,
especially important ones, are often quite complicated. By default we try to hold and
process that complexity in our heads. The trouble is that our cognitive capacities are
limited in crucial ways, and can be quickly overwhelmed. Relevant considerations get
ignored, and cognitive biases kick in. A decision map helps address this problem by
storing the thinking outside the head in an easily-surveyable form. In effect, working
with decision maps is like adding RAM to our minds, allowing us to devote more
cognitive resources to the really hard task of evaluating the arguments and choosing the
right option.

Any other reasons?

Well, yes… for one thing, it can reduce the stress associated with decision making. It
helps dispel some of the anxiety which inevitably arises while making an important
decision. When we can quite literally see that the thinking has been done properly, then
we can be more confident that our choice is going to be well made and will turn out
well. If things nevertheless turn out badly, we’ll have fewer regrets about our choice.

Decision mapping also creates a clear record of the core thinking behind a
decision. This is useful if we need to make more decisions of a similar nature, or if at
some point we need to look back and review the thinking behind a particular course of
action. This can be especially handy if fate conspires against us and our well-made
decision goes wrong. When the Inquisition comes knocking, we can show our map.

Decision mapping can help us communicate the thinking behind a decision. We can
show the map itself, so others can then quickly see what options and arguments were
considered. Alternatively the map can be the roadmap for some other form of
communication such as a document or a PowerPoint presentation.

Better communication is important when a team is trying to work together on a

decision. An emerging decision map helps keep everyone “on the same page,” with a
shared understanding of the issues and considerations in play. Contributions can then
be more productive, and everyone on the team ends up with a stronger sense of
ownership of the eventual decision and the outcome.

What sort of decisions is it good for?

At a theoretical level, decision mapping is designed for deliberative decisions. These

are the decisions we make by weighing up the arguments bearing one way or another
on our various options.

Deliberative decisions contrast with intuitive (or “blink”) decisions which involve little if
any conscious consideration of options and their merits – for example, choosing to
swerve when a cyclist suddenly enters our lane. They also contrast with technical
decisions. This broad category encompasses all decisions made via some kind of
formal or technical decision procedure, usually quantitative in nature. Multi-criteria
decision analysis and its numerous kith and kin are the central examples.
In practice, most important decisions are made deliberatively. To take a dramatic case,
transcripts of conversations among President Kennedy and his team during the Cuban
Missile Crisis show that they were exploring options and trading arguments – in short,
deliberating. At a more personal level, consider what you would do in deciding whether
or when to have a serious surgical operation.

So decision mapping, as an enhanced form of deliberative decision making, will be

suitable for a wide range of major decisions.

Such as?…

Many business decisions are made deliberatively, and a great deal can turn on making
these decisions well. This makes decision mapping particularly relevant to
business. For example, Board decisions typically involve weighing up the case
presented by Management for a particular course of action in the light of various
potential objections and alternatives.

Every month the Harvard Business Review provides a case study describing a realistic
business scenario in which a senior figure is called to make some kind of hard
call. Decision mapping, it turns out, fits these case studies very well.

This is not to say that decision mapping is the “one true way” for making business
decisions. Intuitive and technical decision methods certainly have their place. Different
decision techniques are appropriate for different types of decisions; the ideal is to be
expert in each, and to choose the right tool for the job.

Isn’t this just mind-mapping?

There is certainly a family resemblance between decision mapping and other mapping
techniques such as mind mapping and concept mapping. All involve displaying
complex structures of information using “node and line” diagrams. However decision
mapping is tailored specifically for decision making, and so has its own unique set of
rules, visual conventions and procedures. Also decision mapping tends to be more
rigorous and demanding than its more well-known cousins.

Decision mapping is closely related to the Minto Pyramid Principle, a set of concepts
and techniques widely used in management consulting to clarify and discipline
thinking. The similarity or overlap is inevitable since both reflect fundamental principles
of good thinking and use simple diagrams. However while decision mapping is focused
solely on decisions, the Pyramid Principle emphasizes preparation of thoughts for
written presentation.

Who else is using it?

In one sense, the answer is – everyone. All of us are on occasion involved in making
weighty decisions by articulating the options and the pros and cons and associated
arguments. We may lay these out in a document or PowerPoint presentation, or just try
to hold them in our mind’s eye. This is decision mapping, but usually done in a
relatively haphazard manner and using an inferior mode of presentation. We all count
as decision mappers because decision mapping, in the full sense described here, is
really just making what we all naturally do more systematic and visual.

Decision mapping “as such” is a new development and is only just starting to
spread. Austhink has been using decision mapping to facilitate decision processes in a
number of large companies, government departments and non-profit
organisations. And since the release of the bCisive software, decision mapping is
starting to be picked up around the world, with users applying decision mapping to
diverse issues in their organisations or their personal lives.

bCisive? What’s that?

bCisive (“be decisive”) is software designed to support decision mapping. It also

supports related activities such as argument mapping and hypothesis mapping.
In theory, decision mapping does not require any particular technological aids. A
decision map could be drawn using a whiteboard, Microsoft Visio, or even in the
sawdust on the workshop floor. However, as with carpentry, so with decision. Difficult
tasks are made easier, and the results are usually much better, when you use the right
tool for the job. Currently bCisive is the only (and hence the leading) software solution
for deliberative decision making.

See also:

 What is argument mapping?

 What is hypothesis mapping?