 Definition Causal Ambiguity? Meaning.
Causal Ambiguity is the situation where it is hard
or even impossible to relate the consequences or effects of a phenomenon to
its initial states or causes.
One area were this phenomenon is well known is the development of the prices of shares, options, futures, and similar products on exchanges (picture).
But this phenomenon is also very common in
strategy where it is often impossible to determine
whether the success of a company is due to solid strategic thinking or due
to sheer luck. Or if some success is caused by compoonent A,B, or C of the strategy.
That is particularly relevant for the Resource-based View, because some condition could prevent both a firm and its rivals from determining the causes of the firm's above average performance. This may arise because a competence is complex, tacit, or firm specific; or because the causal path from the competence to performance is impossible to specify; or because a large number of competencies interact in ways that resist precise articulation and imitation.
Also causal ambiguity applies to leadership: are
the actions, charisma or vision of the CEO the reason for the success of his
corporation, or was he just at the right place at the right moment?
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NEW Examples of Causal Ambiguity
Many are intimidated just by hearing the words 'causal ambiguity' thinking they might not understand the concept. Well, I tried my best to simplify it with 2 examples:
EXAMPLE OF CAUSAL AMB...
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Quotes on Causes, Effects and Consequences
When anger rises, think of the consequences.
Confusius
I believe that we are solely responsible for our choices, and we have to accept the consequences of every deed, word, and thought...
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How to Improve Strategic Decision Making? Strategic Decision Making, Cognitive Bias, M&A, Corporate Finance
In this video Michael Mauboussin, Credit Suisse's Head of Financial Strategies, briefly explains parts of Philip E. Tetl...
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Compare with: Cognitive
Bias | Paralysis
by Analysis |
Analogical Strategic
Reasoning |
Bounded Rationality |
Strategy Dynamics
| Feedback Loops
| Tacit Knowledge
| TRIZ |
Lateral Thinking |
Synectics | Chaordic Organization
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