Systems mapping is an indispensable tool for exploring complex social problems like homeless, poverty and unemployment.
But despite its usefulness, mapping by practitioners is still pretty rare. Why?
Here are two reasons that this short blog post solves:
- People are intimidated by the many systems mapping options and don’t know how to choose among them;
- They don’t know how to get started with any one method.
I’ll try to make it really easy for you. In this blog, I introduce six types of systems mapping. For each, I provide an example map, a short description of when to use it, and a step-by-step guide for getting started.
If you’re looking for a way to apply systems thinking to any problem with interrelated causes, this short overview and guide is for YOU.
Get started right now
In my online class about solving complex social problems, I always encourage people to just get started right now without worrying about making mistakes. It won’t be perfect, but you can improve it over time. And, as I’ve said in my post about problem mapping in 4 easy steps, a well-thought out map sketched on paper is always better than a vague model in your head. Let’s get started!
What is systems mapping?
Systems mapping is a visual way to depict an issue’s many variables and relationships, like actors, causes, and feedback loops.
The purpose of mapping is to gain a deeper understanding of the issue at hand by considering its interrelated parts, how those parts interact, and the dynamics of the system as a whole. Creating a visual of these variables has a number of benefits.
First, unlike a narrative or spreadsheet, systems maps provide an accessible big picture that is, as they say, worth a thousand words.
Second, they provide a model for not just what the issue is, but how it works. In other words, systems maps can depict a simplified version of how a phenomena occurs over time. So instead of seeing an issue as a static and unchanging thing, systems maps are able to reveal the inner workings of the issue as a process. Of particular value is the identification of non-linear connections and feedback loops that aren’t easily discerned without a visual.
Finally, systems maps are ideal tools to generate group discussion about an issue’s complexity. By creating or analyzing them as with a group of stakeholders, systems maps easily draw out participants’ assumptions. By making those assumptions explicit through the map’s visual connections, participants gain additional perspectives and shared understanding.
Six types of systems mapping
There are many different kinds of systems mapping, but in this blog I focus on the six most commonly used maps for systems change and Collective Impact initiatives.
Jump to the section you want by clicking the link below.
- #1. Rich pictures
- #2. Connection circle
- #3. Cognitive map
- #4. Causal loop diagram
- #5. Stock and flow model
- #6. Fuzzy cognitive map
To be consistent and highlight the differences between approaches, I use the same content issue – homelessness – for each systems mapping examples below.
How do I choose which type of systems mapping to do?
Each type of systems mapping has strengths and weaknesses. It’s important to know right from the beginning that no type of mapping can do everything.
Your goal should be to match the type of map with what you’re trying to achieve. I recommend thinking about systems mapping existing along a continuum of four steps:
- Brainstorming: At the beginning, when you’re just starting on an issue or you’re bringing a lot of new people to a particular issue, you want to focus on tools that are good at generating a lot of ideas. This is the least rigorous but most accessible way to start.
- Rich pictures (#1) and connection circles (#2) are best at this step.
- Identifying structure and dynamics: Once you’ve completed brainstorming and have a basic idea of your issue and its interconnections, it’s time to get a bit more analytical. In this type of mapping you get more rigorous about the connections between parts and try to start understanding overall system dynamics.
- Cognitive maps (#3) and causal loop diagrams (#4) are best for this step.
- Quantifying: Once you’ve created a conceptual model that has properly identified structure and dynamics, it’s time to quantify what you can. This includes adding stocks (e.g. quantities), flows (e.g. rates of change), and weights of causal relationships.
- Stock and flow models (#5) and fuzzy cognitive maps (#6) are best for this step.
- Running simulations: If you’ve completed a conceptual model and been able to quantify it, you’re able to start running “what-if” simulations. For example, you can explore the effects of a hypothetical policy change by tweaking different parts of your map and seeing how the effects cascade through the system.
- Fuzzy cognitive maps (#6) are best for this step.
#1. Rich pictures
What is rich pictures mapping?
Originally developed as part of Soft Systems Methodology by Peter Checkland, rich pictures is an individual or group method of creating a visual representation of an ill-defined or complex situation. The purpose is not to define the problem structure or logic model (unlike some of the mapping tools below), but to actively reflect on various perspectives about the situation.
When should I use rich pictures?
Rich pictures is great for when you’re just getting started brainstorming. It’s particularly useful for exploring how different actors are connected and their varying perspectives on the issue at hand.
How do I create a rich pictures map step-by-step?
Create a rich pictures map by yourself or in a small group on a large piece of paper.
- Pick an issue
- Create a list of the most important actors, organizations, processes, or conflicts related to the issue.
- Start sketching the most important items from your list on the page. Sketches can be small drawings, symbols or just words
- Draw lines of connection between items. Lines can be accompanied by verbs that indicate the nature of the connection.
- Add perspectives of different items (e.g. an actor’s POV on the issue) to the picture
- Share with others for feedback or discuss in your small group.
- Identify where there is agreement/disagreement, new insights, or further research questions.
- If interested, move on to cognitive mapping.
#2. Connection circle
What is a connection circle map?
Connection circle maps are a brainstorming exercise to help people get started thinking about how variables are related. A circle is drawn and variables are listed on the outside. Participants then begin connecting variables with lines that go through the circle. This method can help identify closed loops that can be converted into causal loop diagrams.
When should I use connection mapping?
Like rich pictures mapping, connection circles are great for when you’re first getting started exploring a new issue. Because connection maps are used with beginners, participants are often directed to pick a newspaper story or narrative description of the issue. Using this resource as a guide, participants “map” the most important variables and/or processes involved in the story.
How do I create a connection map step-by-step?
Create a rich pictures map by yourself or in a small group on a large piece of paper.
- Choose an issue or story (a newspaper article or report can be extremely useful for beginners)
- Use a highlighter or create a separate list of the most important variables and/or processes mentioned in the story.
- Draw a big circle, and write the top three most important items evenly spaced at three points around the circle.
- Identify connections between these items and depict these connections with arrows between the items.
- Add additional items around the circle. Limit yourself to about ten total items.
- Add additional connections between items.
- Identify the most important loops. Loops are paths of connections that create a closed feedback loop (e.g. they begin and end with the same variable, creating a circle loop).
- Identify where there is agreement/disagreement, new insights, or further research questions.
- If interested, move on to creating a causal loop diagram.
#3. Cognitive mapping
What is cognitive mapping?
Cognitive mapping is a method of creating a visual representation of a concept or process. Concepts are connected with arrows and linking phrases like “increases”, “causes”, or “is a part of”. Cognitive mapping has been used in Strategic Options Development and Analysis (SODA), where operational research (OR) interviews mappers and facilitates group processes to learn from the map. Mind mapping can be similar but instead of a free-form map it typically uses a tree structure.
When should I use cognitive mapping?
Cognitive mapping is when you’re ready to move past initial brainstorming and you want to begin identifying the structure and dynamics of your issue. In other words, you’re moving on from just associating related concepts and beginning to structure how your issue functions.
How do I create a cognitive map step-by-step?
Create a cognitive map by yourself or in a facilitated group session on a large piece of paper.
- Identify a specific issue or problem to map. Unlike rich pictures and connection circles, cognitive mapping is best with more specificity rather than less. Try to map a specific part of a problem, or a process related to a certain goal. The more agreement you have at the beginning about why you are mapping, the better your end result will be.
- Brainstorm the most important variables related to the issue. This can include actors, organizations, metrics, or concepts. In general, variables are things that can go up or down in quantity, intensity, or strength. In a group process, you might brainstorm on sticky notes and then see where the group has the most agreement on relevant variables.
- On a large piece of paper, arrange the top variables (perhaps start with ten or so) evenly spaced.
- Draw connections between relevant variables. The direction of each arrow is meaningful. For example, X → Y means that X influences, causes or leads Y in some way.
- Identify the most important loops. Loops are paths of connections that create a closed feedback loop (e.g. they begin and end with the same variable, creating a circle loop).
- Share with others for feedback or discuss in your facilitated group.
- Identify where there is agreement/disagreement, new insights, or further research questions.
- If interested, move on to fuzzy cognitive mapping.
#4. Causal loop diagram
What is a causal loop diagram?
A diagram that visually shows how a set of variables are causally related, usually denoted by a increasing (positive) or decreasing (negative) relationships. This type of diagram focuses most on closed loops that are labeled as reinforcing or balancing. Causal loop diagrams are especially useful for identifying common system dynamics, or archetypes.
When should I use causal loop diagrams?
Causal loop diagrams are best if you have completed brainstorming, and you’re ready to investigate causal relationships. A causal loop diagram will give you a high-level sense of your issue’s structure and the types of dynamics that will most affect system behavior.
How do I create a causal loop diagram step-by-step?
Create a causal loop diagram by yourself or in a facilitated group session on a large piece of paper.
- Identify a specific issue or problem to map. Unlike rich pictures and connection circles, cognitive mapping is best with more specificity rather than less. Try to map a specific part of a problem, or a process related to a certain goal. The more agreement you have at the beginning about why you are mapping, the better your end result will be.
- Brainstorm the most important causal variables related to the issue. This can include actors, organizations, metrics, or concepts. In general, causal variables are things that can go up or down in quantity, intensity, or strength. In a group process, you might brainstorm on sticky notes and then see where the group has the most agreement on relevant variables.
- On a large piece of paper, arrange the top variables (perhaps start with ten or so) evenly spaced.
- Draw connections between relevant variables. The direction of each arrow roughly equates to some kind of causality. For example, X → Y means that X causes some sort of change in Y
- Add what type of change occurs in each relationship. Each connection (or arrow) between variables can be characterized as either + or -. For example, X → Y with a + means that as X increases, Y increases.
- Identify and characterize the most important loops. Loops are paths of connections that create a closed feedback loop (e.g. they begin and end with the same variable, creating a circle loop). Loops can either be reinforcing (an increase in X increases Y, which in turn further increases X) or balancing (an increase in X increases Y, which in turn decreases X). Reinforcing loops are compounding, whereas balancing loops tend to plateau.
- Share with others for feedback or discuss in your facilitated group.
- Identify where there is agreement/disagreement, new insights, or further research questions.
- If interested, move on to stock and flow modeling or fuzzy cognitive mapping.
#5. Stock and flow model
What is a stock and flow model?
Stock and flow models are a way of representing quantities and rates in a more detailed way than in a causal loop diagram. Oftentimes people will start with a causal loop diagram and convert it into a stock and flow diagram by adding relevant quantities and rates. This can then be used to consider quantitative changes in variables and how these affect the rest of the system.
When should I use a stock and flow models?
Stock and flow diagrams are useful when you already understand how your issue works (e.g. you already have a good cognitive map or causal loop diagram) and you also have sufficient quantitative data for each component of your issue.
How do I create a stock and flow model step by step?
Create a stock and flow model by yourself or in a facilitated group session on a large piece of paper.
- Identify a specific issue or process to map.
- Create a list of stocks (e.g. variables that have quantities) and flows (e.g. rates of change related to variables) related to the issue. For example, population is a stock (e.g. number of people) that is affected by two flows (e.g. rate of birth and rate of death).
- Arrange stocks and flows in sequence and/or loops as necessary.
- Experiment with varying flow changes to see how this affects stocks. Testing varying scenarios can help identify bottlenecks and potential risks of depletion or oversupply.
- Share with others for feedback or discuss in your facilitated group.
- Identify where there is agreement/disagreement, new insights, or further research questions.
#6. Fuzzy cognitive mapping (FCM)
What is fuzzy cognitive mapping?
FCM is a type of cognitive mapping that quantifies relationships between concepts with fuzzy logic, and allows the creation of simulation models to determine strength of impact. It is an excellent qualitative tool that combines the benefits of concept mapping with the empirical side of system dynamics.
When should I use fuzzy cognitive mapping?
Fuzzy cognitive mapping is best for adding a degree of rigor to established cognitive maps, and then running simulations. A fuzzy cognitive map should be used when you want to consider the system-wide effects of potential interventions.
How do I create a fuzzy cognitive map step-by-step?
Create a fuzzy cognitive map by yourself or in a facilitated group session on a large piece of paper. (Step 6 and beyond requires computer software.)
- Identify a specific issue or problem to map. Unlike rich pictures and connection circles, fuzzy cognitive mapping is best with more specificity rather than less. Try to map a specific part of a problem, or a process related to a certain goal. The more agreement you have at the beginning about why you are mapping, the better your end result will be.
- Brainstorm the most important variables related to the issue. This can include actors, organizations, metrics, or concepts. In general, variables are things that can go up or down in quantity, intensity, or strength. In a group process, you might brainstorm on sticky notes and then see where the group has the most agreement on relevant variables.
- On a large piece of paper, arrange the top variables (perhaps start with ten or so) evenly spaced.
- Draw connections between relevant variables. The direction of each arrow is meaningful. For example, X → Y means that X influences, causes or leads Y in some way.
- Quantify relationships between -1 and 1. The easiest way to conceptualize this is to use a Likert scale:
| Qualitative rating | Associated relationship weight |
| High positive | 1.0 |
| Medium positive | .5 |
| Low positive | .25 |
| No effect | 0 |
| Low negative | -.25 |
| Medium negative | -.5 |
| High negative | -1.0 |
For example, X → Y with a quantified relationship of 1 means that X has a highly positive relationship to and/or strongly increases Y. Whereas X → Y with a quantified relationship of -.25 means that X has a slight negative relationship to and/or slightly decreases Y.
- The next steps, which require computer software, include converting the map into an adjacency matrix, calibrating it through testing known scenarios, and running “what-if” simulations. I will cover how to do each of these steps in a future blog post.
Take your game to the next step
You now have all you need to get started.
If you’re ready to take your work to the next level of impact, I recommend checking out my online course all about how to solve complex social problems. We use fuzzy cognitive mapping to map your problem, figure out its dynamics, and run what-if scenarios of potential interventions.
It will totally transform how you think about making a big impact.
