Situational mapping - Revision history

S154259 at 10:23, 13 January 2024

2024-01-13T10:23:39Z

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	== Situational maps - a precursor for the Development Arena ==		== Situational maps - a precursor for the Development Arena ==

	As it is reasoned in the introduction, the SA framework of situational mapping can be used together with the Development Arena framework to gain a more comprehensive understanding of a complex social situation. Situational mapping provides the necessary starting point for analysing the situation, while the development arena only then can provide the broader framework for understanding the context of the elements in which that situation is taking place. Situational mapping consists of three different maps, these are the top three in the list below. The fourth on the list is not a map persay but instead a concept for which the two frameworks (~~Situatinal~~ mappnig and development arena) are bridged together. The concept is called ''actor worlds'' or ''social worlds''<ref name="Clarke"/> (as Clarke frames it).		As it is reasoned in the introduction, the SA framework of situational mapping can be used together with the Development Arena framework to gain a more comprehensive understanding of a complex social situation. Situational mapping provides the necessary starting point for analysing the situation, while the development arena only then can provide the broader framework for understanding the context of the elements in which that situation is taking place. Situational mapping consists of three different maps, these are the top three in the list below. The fourth on the list is not a map persay but instead a concept for which the two frameworks (Situational mappnig and development arena) are bridged together. The concept is called ''actor worlds'' or ''social worlds''<ref name="Clarke"/> (as Clarke frames it).

	# Messy Map		# Messy Map
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	In the next feew sections an explanation of the maps and how to use them is described.		In the next feew sections an explanation of the maps and how to use them is described.

	=== ~~Situatinal~~ Mapping Part 1: Messy Map ===		=== Situational Mapping Part 1: Messy Map ===

	The ''messy map''<ref name="Clarke"/> is the first part of the situational mapping tool (see fig. 1). The principle with the messy map is to identify and also define different types of elements both human (individuals and groups) and non-human (objects, discourses, issues etc.). It feels much like a brainstorming activity, which is exactly what it is suppose to. It is also not the objective of the mapping to finish it but rather the process of the mapping itself, which is what makes up the analytical results. It is however important to keep this part of the analysis ''messy'', as one may feel reluctant to order and structure the empirical data from the get go. if one were to order the data as it came into light, the ''usual suspects'' of elements could obstruct and impair the field of view of other elements or how the elements act. When engaging in the situational mapping, one could argue, that the first thing to overcome is the cribbling anxiety, that the chaos and mess the first map encourage one to do. It does make it easier, that the name of the map itself is 'messy map' and that chaos is preferable and it is the sheer premis of the map, that elements may vary in the level of abstraction<ref name="Harders"/>.		The ''messy map''<ref name="Clarke"/> is the first part of the situational mapping tool (see fig. 1). The principle with the messy map is to identify and also define different types of elements both human (individuals and groups) and non-human (objects, discourses, issues etc.). It feels much like a brainstorming activity, which is exactly what it is suppose to. It is also not the objective of the mapping to finish it but rather the process of the mapping itself, which is what makes up the analytical results. It is however important to keep this part of the analysis ''messy'', as one may feel reluctant to order and structure the empirical data from the get go. if one were to order the data as it came into light, the ''usual suspects'' of elements could obstruct and impair the field of view of other elements or how the elements act. When engaging in the situational mapping, one could argue, that the first thing to overcome is the cribbling anxiety, that the chaos and mess the first map encourage one to do. It does make it easier, that the name of the map itself is 'messy map' and that chaos is preferable and it is the sheer premis of the map, that elements may vary in the level of abstraction<ref name="Harders"/>.
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	So when is the mapping done and good enough? The messy map can be iterated upon until it feels 'saturated'. From one map-iteration to another, different elements can become obsolete and others can become more important. The map becomes saturated when one has worked with the maps repeatedly, made adjustments and when... "''it has been quite a while since you felt the need to make any major changes''"<ref name="Clarke"/>.		So when is the mapping done and good enough? The messy map can be iterated upon until it feels 'saturated'. From one map-iteration to another, different elements can become obsolete and others can become more important. The map becomes saturated when one has worked with the maps repeatedly, made adjustments and when... "''it has been quite a while since you felt the need to make any major changes''"<ref name="Clarke"/>.

	=== ~~Situatinal~~ Mapping Part 2: Ordered Map===		=== Situational Mapping Part 2: Ordered Map===

	As on becomes more and more in tune with the ''messy map'' and begins to see some overlying categories, one can begin the work of the ''ordered map''. The ordered map (see fig. 2) is the second map in the analysis and is made using the data from the messy map. The intention with this map is to order the findings in the analysis as the "messy map" can be quite eerie to look at as it expands and become more complex. The way one structure and order the elements from the messy map is up to oneself but it might be a good starting point to order them into the categories seen in fig. 2<ref name="Clarke"/>. As one gets acquainted with the methods and the tool, ordering the data into other categories more suited to the actual situation might become more useful. The maps are not static entities, despite there apperance, and can be changed whenever is needed. This map is just one other iterative step in the process, and although the map is based of the data from the messy map, it can also contribute to the expansion of the said messy map<ref name="Harders"/>.		As on becomes more and more in tune with the ''messy map'' and begins to see some overlying categories, one can begin the work of the ''ordered map''. The ordered map (see fig. 2) is the second map in the analysis and is made using the data from the messy map. The intention with this map is to order the findings in the analysis as the "messy map" can be quite eerie to look at as it expands and become more complex. The way one structure and order the elements from the messy map is up to oneself but it might be a good starting point to order them into the categories seen in fig. 2<ref name="Clarke"/>. As one gets acquainted with the methods and the tool, ordering the data into other categories more suited to the actual situation might become more useful. The maps are not static entities, despite there apperance, and can be changed whenever is needed. This map is just one other iterative step in the process, and although the map is based of the data from the messy map, it can also contribute to the expansion of the said messy map<ref name="Harders"/>.
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	Another and often used approach is the continuos iterative approach where the ordered map serves as the prelimenary map to the "Actor Worlds" where the elements from the "messy map" is directly ordered into spaces of where they belong. This can be done in a project context, where the time frame is limiting the analytical processes.		Another and often used approach is the continuos iterative approach where the ordered map serves as the prelimenary map to the "Actor Worlds" where the elements from the "messy map" is directly ordered into spaces of where they belong. This can be done in a project context, where the time frame is limiting the analytical processes.

	=== ~~Situatinal~~ Mapping Part 3: Relation Map ===		=== Situational Mapping Part 3: Relation Map ===

	The relational map is the third map in the analysis (see fig. 3) and builds upon the previous situational maps, knowingly that these might change as well once the relational map has been worked with, hereby continuing the iterative process. The starting point of the relational map might be an ordered map, where actors and actants have been grouped together in prelimenary actor worlds or it might be the latest version of a messy map, if there is time to analyse each relationship between every element. This article will focus on the latter. To begin the analysis, the relation between each element on the messy map is described by drawing lines between them and state the "nature" of that line. The analyst does this systematically one element at a time to give each relation attention and reflection. One can use as many copies of the messy map as there are elements on it to then again make as many ''relational maps'' one sees fit to diagram through this analytical exercise. In reality, this part of the situational mapping is where the majority of the work is done, once it is constructed <ref name="Clarke"/>. To suit the needs of the analyst the relational map can be done very informally and personalised. One might consider to use different style of lines, colours or even symbols (squares, triangles, bolts, hearts, stars etc.) to describe key relationships between one element and another.		The relational map is the third map in the analysis (see fig. 3) and builds upon the previous situational maps, knowingly that these might change as well once the relational map has been worked with, hereby continuing the iterative process. The starting point of the relational map might be an ordered map, where actors and actants have been grouped together in prelimenary actor worlds or it might be the latest version of a messy map, if there is time to analyse each relationship between every element. This article will focus on the latter. To begin the analysis, the relation between each element on the messy map is described by drawing lines between them and state the "nature" of that line. The analyst does this systematically one element at a time to give each relation attention and reflection. One can use as many copies of the messy map as there are elements on it to then again make as many ''relational maps'' one sees fit to diagram through this analytical exercise. In reality, this part of the situational mapping is where the majority of the work is done, once it is constructed <ref name="Clarke"/>. To suit the needs of the analyst the relational map can be done very informally and personalised. One might consider to use different style of lines, colours or even symbols (squares, triangles, bolts, hearts, stars etc.) to describe key relationships between one element and another.
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	The nature of the 'relational map' might seem tedious to the process, however they do give a systematic, coherent and potentially provoking way of embracing the astounding complexity, whict the situational mapping contains. Even though, this approach creates order and puts things in systems, chaos is inevitable. It is important keep acknowlodging the complexity of the situation always remember that the situation is ever changing.		The nature of the 'relational map' might seem tedious to the process, however they do give a systematic, coherent and potentially provoking way of embracing the astounding complexity, whict the situational mapping contains. Even though, this approach creates order and puts things in systems, chaos is inevitable. It is important keep acknowlodging the complexity of the situation always remember that the situation is ever changing.

	=== ~~Situatinal~~ Mapping Part 4: Actor Worlds - "bridging Situational Mapping and Development Arenas" ===		=== Situational Mapping Part 4: Actor Worlds - "bridging Situational Mapping and Development Arenas" ===

	To bridge the theory from Situational mapping and Development Arenas, the concept of ''actor worlds'' or ''social worlds'' as Adele E. Clarke frames it, becomes the underlying foundation for this, as it these that populate the ''development arena''<ref name="Clarke & Star"/>. The two concepts are used interchangeably to describe the following; An actor-world is an analytical social construct, meaning that in reality they do not exist. They consists of actors, non-human actors and groups of actors such as organisations. The discourses, related to single actors or a group of actors, are what define the boundaries of these actor worlds. In theory, the actor worlds are constituted around a particular ''common concern'', which in turn yields the momentum for actors and group of actors to form alliances with each other and objects, hereby having the same ''commitment to action'' and ''shared objects'' to hereby adress the ''common concern''<ref name="Clarke & Star"/>. An actor world always consists of these three elements and it is what distinguish one actor world from another, however one actor world can unanimously share one or even two (but not all three!) of these elements with a different actor world. If they share all three, their is no arguement for why they couldn't be the same actor world.		To bridge the theory from Situational mapping and Development Arenas, the concept of ''actor worlds'' or ''social worlds'' as Adele E. Clarke frames it, becomes the underlying foundation for this, as it these that populate the ''development arena''<ref name="Clarke & Star"/>. The two concepts are used interchangeably to describe the following; An actor-world is an analytical social construct, meaning that in reality they do not exist. They consists of actors, non-human actors and groups of actors such as organisations. The discourses, related to single actors or a group of actors, are what define the boundaries of these actor worlds. In theory, the actor worlds are constituted around a particular ''common concern'', which in turn yields the momentum for actors and group of actors to form alliances with each other and objects, hereby having the same ''commitment to action'' and ''shared objects'' to hereby adress the ''common concern''<ref name="Clarke & Star"/>. An actor world always consists of these three elements and it is what distinguish one actor world from another, however one actor world can unanimously share one or even two (but not all three!) of these elements with a different actor world. If they share all three, their is no arguement for why they couldn't be the same actor world.
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	[[File:SM Actor Worlds.png\|700px\|thumb\|center\|text-top\|''Figure 4: Actor Worlds (own illustration with inspiration from <ref name="Clarke"/>]]		[[File:SM Actor Worlds.png\|700px\|thumb\|center\|text-top\|''Figure 4: Actor Worlds (own illustration with inspiration from <ref name="Clarke"/>]]

	Having worked with the ~~situatinal~~ mapping before turning to actor worlds and the development arena results in a more truthful depiction of the social context. Through the iterative proces of mapping out the discourses and relations between actors, these actor worlds almost defines themselves. Once they are defined, they can now populate the development arena.		Having worked with the situational mapping before turning to actor worlds and the development arena results in a more truthful depiction of the social context. Through the iterative proces of mapping out the discourses and relations between actors, these actor worlds almost defines themselves. Once they are defined, they can now populate the development arena.

	== Situational mapping as a PPPM tool ==		== Situational mapping as a PPPM tool ==
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	== Concluding remarks ==		== Concluding remarks ==

	This article has introduced the reader to the methods of ''situational mapping'', a ~~situatinal~~ analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that, when used in practice in a project, program or portfolio related context, can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method has been adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward <ref name="Harders"/>.		This article has introduced the reader to the methods of ''situational mapping'', a situational analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that, when used in practice in a project, program or portfolio related context, can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method has been adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward <ref name="Harders"/>.

	Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc <ref name="Clarke, Washburn & Friese"/>.		Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc <ref name="Clarke, Washburn & Friese"/>.

S154259: /* Abstract */

2023-06-12T07:57:25Z

Abstract

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	As one goes through the steps of analysing the situation with the three maps the important aspects becomes clearer and subsequently the different actors ''human'' or ''non human'' each with their unique relationship to eachother or maybe the same ''common concern'', ''commitment to action'' or ''shared objects'' will form based on these three into ''Actor-worlds'' <ref name="Callon"/>, which in this article is presented as a fourth additional map. Eventually they will start to populate the Development Arena<ref name="Jørgensen & Sørensen"/>.		As one goes through the steps of analysing the situation with the three maps the important aspects becomes clearer and subsequently the different actors ''human'' or ''non human'' each with their unique relationship to eachother or maybe the same ''common concern'', ''commitment to action'' or ''shared objects'' will form based on these three into ''Actor-worlds'' <ref name="Callon"/>, which in this article is presented as a fourth additional map. Eventually they will start to populate the Development Arena<ref name="Jørgensen & Sørensen"/>.

	Situational mapping can be seen as an advanced stakeholder analysis where not only the stakeholders are populating the arena but literally everything else that can have a sizeable impact on the project, program or portfolio is mapped ~~a nd~~ accounted for.		Situational mapping can be seen as an advanced stakeholder analysis where not only the stakeholders are populating the arena but literally everything else that can have a sizeable impact on the project, program or portfolio is mapped and accounted for.

	== Introduction ==		== Introduction ==

S154259: /* Situational mapping as a PPPM tool */

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Situational mapping as a PPPM tool

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	For '''project managers''' situational mapping can help them understand the social context and its elements in which the project is taking place and to identify potential stakeholders and their interests. This can in turn be used to make informed decision-making and project plans. The managers can also identify potential risks and opportunities to then develop strategies for adressing them. Furthermore, by gaining insight into the attitudes, beliefs and values of key stakeholders, project managers can better manage communication, negotiate support and build partnerships with stakeholders to ensure project success. Most importantly the situational mapping can help project managers to evaluate on the progress of the project and its impact of the entire social context/development arena (has the translation of the project resulted in the wanted displacement on the arena?). It is important to remeber, that even though a project might have ended, the social context of where it has taken place never ends and never does the development arena either. Wich leads to the next type of management domain, program management.		For '''project managers''' situational mapping can help them understand the social context and its elements in which the project is taking place and to identify potential stakeholders and their interests. This can in turn be used to make informed decision-making and project plans. The managers can also identify potential risks and opportunities to then develop strategies for adressing them. Furthermore, by gaining insight into the attitudes, beliefs and values of key stakeholders, project managers can better manage communication, negotiate support and build partnerships with stakeholders to ensure project success. Most importantly the situational mapping can help project managers to evaluate on the progress of the project and its impact of the entire social context/development arena (has the translation of the project resulted in the wanted displacement on the arena?). It is important to remeber, that even though a project might have ended, the social context of where it has taken place never ends and never does the development arena either. Wich leads to the next type of management domain, program management.

	For '''program managers''' situational mapping can help them in much the same way as the project manager, but because the method is so context specific the tool can also be used to zoom out from the project context level to a program level context moving a step further out in the meso-level (ref), hereby gaining a more hollistic view of the context the program is operating. Programs are defined under the ISO 21500 as "a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually" <ref name="ISO"/>. Argueably, there is a need for a hollistic framework to monitor activities on the program level and the development arena with ~~helop~~ from situational mapping can provide that. The tools can be valuable for program managers in developing strategies for achieving the benefits of the program in an environmental, social and cultural sensitive way.		For '''program managers''' situational mapping can help them in much the same way as the project manager, but because the method is so context specific the tool can also be used to zoom out from the project context level to a program level context moving a step further out in the meso-level (ref), hereby gaining a more hollistic view of the context the program is operating. Programs are defined under the ISO 21500 as "a group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually" <ref name="ISO"/>. Argueably, there is a need for a hollistic framework to monitor activities on the program level and the development arena with help from situational mapping can provide that. The tools can be valuable for program managers in developing strategies for achieving the benefits of the program in an environmental, social and cultural sensitive way.

	For '''portfolio managers''' situational mapping can be a cornerstone for managing projects on a portfolio level. It can help them to prioritise projects based on their potential impact on the context, to then focus their investments om projects that the the greatest potential to not only leverage the benefits of the portfolio but also to create positive social change, if that isn't already a part of the vision or mision statement of the portfolio. It can also help portfolio managers to understand the dynamics that may affect the implementation and success of their portfolio of projects and programs. Moreover, portfolio managers can apply the same approach as stated above in 'project management' to ensure success of every activity in the portfolio.		For '''portfolio managers''' situational mapping can be a cornerstone for managing projects on a portfolio level. It can help them to prioritise projects based on their potential impact on the context, to then focus their investments on projects that the the greatest potential to not only leverage the benefits of the portfolio but also to create positive social change, if that isn't already a part of the vision or mision statement of the portfolio. It can also help portfolio managers to understand the dynamics that may affect the implementation and success of their portfolio of projects and programs. Moreover, portfolio managers can apply the same approach as stated above in 'project management' to ensure success of every activity in the portfolio.

	The nature of projects, programs and portfolio allows the tool to be worked with in different ways. For a project manager it might be most suited to use the method in a chronological manner, going through each maps with little to no changes of the previous map, that would subsequently end up changing the following map. For program and portfolio managers the tool can be used more as intended because of the inherently longer lifespan of programs and portfolios, resulting in an even better understanding context these operates in<ref name="ISO"/>.		The nature of projects, programs and portfolio allows the tool to be worked with in different ways. For a project manager it might be most suited to use the method in a chronological manner, going through each maps with little to no changes of the previous map, that would subsequently end up changing the following map. For program and portfolio managers the tool can be used more as intended because of the inherently longer lifespan of programs and portfolios, resulting in an even better understanding context these operates in<ref name="ISO"/>.

S154259 at 17:20, 9 May 2023

2023-05-09T17:20:23Z

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	Created and edited by [[User:S154259\|S154259]] ~~([[User talk:S154259\|talk]]) 16:56,~~ 9 May 2023 (CEST)		Created and edited by [[User:S154259\|S154259]] 9 May 2023 (CEST)

	== Abstract ==		== Abstract ==

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Concluding remarks

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	The method aims to clearify the vast complexity of a given project, program og portfolio context, so managers can act accordingly, develop the strategic processes for their activities and monitor the success of these.		The method aims to clearify the vast complexity of a given project, program og portfolio context, so managers can act accordingly, develop the strategic processes for their activities and monitor the success of these.
	The development arena [http://wiki.doing-projects.org/index.php/Development_Arena_in_Project_Management#cite_note-18] should be the final outcome of the situational mapping and it is therefore adviced for anyone who strive for using the full potential of the tool to get acquainted with this. The reason being, that it is here the full picture, of the actions of oneself and other stakeholders, becomes evidently more clear.		The development arena [http://wiki.doing-projects.org/index.php/Development_Arena_in_Project_Management#cite_note-18] should be the final outcome of the situational mapping and it is therefore adviced for anyone who strive for using the full potential of the tool to get acquainted with this. The reason being, that it is here the full picture, of the actions of oneself and other stakeholders, becomes evidently more clear <ref name="Jørgensen & Sørensen"/>.

	== Annotated bibliography ==		== Annotated bibliography ==

S154259: /* Concluding remarks */

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Concluding remarks

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	This article has introduced the reader to the methods of ''situational mapping'', a situatinal analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that, when used in practice in a project, program or portfolio related context, can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method has been adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward <ref name="Harders"/>.		This article has introduced the reader to the methods of ''situational mapping'', a situatinal analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that, when used in practice in a project, program or portfolio related context, can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method has been adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward <ref name="Harders"/>.

	Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc.		Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc <ref name="Clarke, Washburn & Friese"/>.

	The method aims to clearify the vast complexity of a given project, program og portfolio context, so managers can act accordingly, develop the strategic processes for their activities and monitor the success of these.		The method aims to clearify the vast complexity of a given project, program og portfolio context, so managers can act accordingly, develop the strategic processes for their activities and monitor the success of these.

S154259: /* Concluding remarks */

2023-05-09T17:18:43Z

Concluding remarks

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	== Concluding remarks ==		== Concluding remarks ==

	This article has introduced the reader to the methods of ''situational mapping'', a situatinal analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that, when used in practice in a project, program or portfolio related context, can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method has been adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward <ref name="~~Harder~~"/>.		This article has introduced the reader to the methods of ''situational mapping'', a situatinal analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that, when used in practice in a project, program or portfolio related context, can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method has been adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward <ref name="Harders"/>.

	Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc.		Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc.

S154259: /* Concluding remarks */

2023-05-09T17:18:14Z

Concluding remarks

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	== Concluding remarks ==		== Concluding remarks ==

	This article has introduced the reader to methods of ''situational mapping'', a situatinal analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that when used in practice in a project, program or portfolio related context can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method ~~hasbeen~~ adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward.		This article has introduced the reader to the methods of ''situational mapping'', a situatinal analysis framework for understanding complex sociol contexts, developed by the american sociologist Adele E. Clark as an extension of Grounded theory. It also depicts the concept as a tool that, when used in practice in a project, program or portfolio related context, can act as the precursive analysis tool the ''development arena''. The tool however, was not developed for the intention of the management of these, but instead was thought as a reasearch framework in the domain of social science. In the years after the method has been adopted by a wide range of other disciplines <ref name="Clarke, Washburn & Friese"/>, who have used the framework to expand their own field of work, why this has also now become a method for engineers to understand the sociotechnical aspects, when driving innovation forward <ref name="Harder"/>.

	Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc.		Situational mapping is a comprehensive tool for understanding complex social contexts and its elements such as different ''discourses'', ''actors'' and ''non-human actors''. It takes it's starting point in the vast imperical data sought from various heteregenous sources, which are gathered continously through out the process of mapping the situation. These sources can be but are not limited to ''interviews'', ''historical documents'', ''meetings'', ''legal documents'' etc.

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	It is suggested to read the following litterature below to gain an even better understanding of the theory and its use in practice.		It is suggested to read the following litterature below to gain an even better understanding of the theory and its use in practice.

	* '''Clarke, A. (2005). Doing Situational Maps and Analysis - Situational Analysis: Grounded Theory after the Postmodern Turn. Thousand Oaks, CA: Sage.'''		* '''Clarke, A. (2005). Doing Situational Maps and Analysis - Situational Analysis: Grounded Theory after the Postmodern Turn. Thousand Oaks, CA: Sage.''' [https://doi.org/10.1525/si.2003.26.4.553]

	This paper outlines the situational analysis method of situational mapping, and how it is use the context of social science. Clarke frames three different kinds of maps, which can be used to understand the social context of a given situation.		This paper outlines the situational analysis method of situational mapping, and how it is use the context of social science. Clarke frames three different kinds of maps, which can be used to understand the social context of a given situation.

	* '''Clarke, A., Washburn, R. & Friese, C (2022). Situational analysis in practice : mapping relationalities across disciplines'''		* '''Clarke, A., Washburn, R. & Friese, C (2022). Situational analysis in practice : mapping relationalities across disciplines''' [https://doi.org/10.4324/9781003035923]

	This paper is an extension of the work previously done by Clarke especially. Here the three women dives into the cross disciplinary aspects of the situational mapping developed by Clarke.		This paper is an extension of the work previously done by Clarke especially. Here the three women dives into the cross disciplinary aspects of the situational mapping developed by Clarke.

	* '''Jørgensen, U. & Sørensen, O. (1999) Arenas of Development - A Space populated by Actor-Worlds, Artefacts and Surprises'''		* '''Jørgensen, U. & Sørensen, O. (1999) Arenas of Development - A Space populated by Actor-Worlds, Artefacts and Surprises''' [https://doi.org/10.1080/095373299107438]

	This paper outlines the theory of development arenas and actor-worlds. They argue for having a discussion that bridges the theory of ANT and development arena with the more common theory and practices of managers.		This paper outlines the theory of development arenas and actor-worlds. They argue for having a discussion that bridges the theory of ANT and development arena with the more common theory and practices of managers.

	* '''Anne Katrine B. Harders (2015): Situationsanalyse. Chapter in: ''Stædige infrastrukturer og genstridige praksisser: Et praksisteoretisk studie af byudviklingsprojekter mellem vision og realitet''. Department of Planning, University of Aalborg'''		* '''Anne Katrine B. Harders (2015): Situationsanalyse. Chapter in: ''Stædige infrastrukturer og genstridige praksisser: Et praksisteoretisk studie af byudviklingsprojekter mellem vision og realitet''. Department of Planning, University of Aalborg''' [https://vbn.aau.dk/en/publications/st%C3%A6dige-infrastrukturer-og-genstridige-praksisser-et-praksisteore]

	This is a PhD report by Anne Katrine B. Harders of Aalborg University. In this she uses the framework of Adele E. Clarke to analyse the situation of city development. The method is used here in a project related context.		This is a PhD report by Anne Katrine B. Harders of Aalborg University. In this she uses the framework of Adele E. Clarke to analyse the situation of city development. The method is used here in a project related context.

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Annotated bibliography

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	This paper outlines the theory of development arenas and actor-worlds. They argue for having a discussion that bridges the theory of ANT and development arena with the more common theory and practices of managers.		This paper outlines the theory of development arenas and actor-worlds. They argue for having a discussion that bridges the theory of ANT and development arena with the more common theory and practices of managers.

	* '''Anne Katrine B. Harders (2015): ~~'''~~Situationsanalyse~~'''~~. Chapter in: ''Stædige infrastrukturer og genstridige praksisser: Et praksisteoretisk studie af byudviklingsprojekter mellem vision og realitet''. Department of Planning, University of Aalborg'''		* '''Anne Katrine B. Harders (2015): Situationsanalyse. Chapter in: ''Stædige infrastrukturer og genstridige praksisser: Et praksisteoretisk studie af byudviklingsprojekter mellem vision og realitet''. Department of Planning, University of Aalborg'''

	This is a PhD report by Anne Katrine B. Harders of Aalborg University. In this she uses the framework of Adele E. Clarke to analyse the situation of city development. The method is used here in a project related context.		This is a PhD report by Anne Katrine B. Harders of Aalborg University. In this she uses the framework of Adele E. Clarke to analyse the situation of city development. The method is used here in a project related context.