ABSTRACT
This chapter discusses the specific use of consequence mapping to understand the short-term and long-term consequences of the current "culture" of a specific program for a large defense contractor. The full consequence map is composed of two separate maps that interconnect. As the multiple iterations of the consequence map were developed and refined, the discussions about program performance centered more around the accuracy of the performance data for the program. With consequence maps, issues are de-politicized. Creating the consequence map allowed all parties involved in the program to see the sources of their issues. Also, with consequence maps, solutions become very obvious to all participants. After the consequence map had been shared with the customer, the customer immediately saw the part that it played in making the situation worse. A larger consequence map could be made that shows how all programs and all resources within the entire defense company interconnect.
