Cognitive mapping for strategic thinking and knowledge sharing : Exploring the depths of shared thinking in top management team conversations

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This research paper concentrates on the shared mental models of one company's top management team (TMT). Cognitive mapping was applied to represent knowledge sharing within the group and actionable strategies. The main concern of the TMT in relation to the impact of Brexit was their trade being negatively impacted by external elements like border delays, added tariffs, and extra bureaucracy being imposed upon them. The cognitive mapping process helped the participants to transparently analyze their thinking and actions, as a group, on behalf of the company. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.