Fuzzy Cognitive Mapping Method Excels at Meeting in Greece
The University of Western Macedonia, in collaboration with the Municipality of Eordea organized the 2nd Stakeholders Meeting to explore the challenges and opportunities faced by small and medium-sized enterprises (SMEs) in energy transition regions. To navigate the complex landscape of this transition, the meeting leveraged the Fuzzy Cognitive Mapping (FCM) method, known for its ability to manage uncertainty and clarify the complex web of stakeholder perceptions and factor interrelations.
The meeting addressed two pivotal research questions: What are the key parameters for developing green skills that support SMEs in achieving a just energy transition? How can these parameters be interconnected to ensure a sustainable and inclusive shift? These questions were essential in identifying the critical factors and how they interact to give SMEs the tools and strategies they need to make the shift successful.
Originally founded and developed by Bart Kosko in the 1980s, Fuzzy Cognitive Mapping combines cognitive mapping and fuzzy logic to represent relationships in degrees rather than absolutes. This approach acknowledges the fundamental uncertainty in human cognition and decision-making, making it a powerful tool for portraying complex systems where relationships between variables are not always straightforward.
FCM was particularly suited to the multifaceted challenges faced by SMEs in the energy transition, such as regulatory changes, market dynamics, and technological innovations. Its capacity to capture discriminating stakeholder opinions and foster collaboration among participants with diverse backgrounds made it an ideal choice. The visual nature of FCM provided a structured framework for analyzing the correlations among various factors, helping to highlight critical areas for intervention and support.
During the meeting, stakeholders identified key factors affecting SMEs, including policy changes, market conditions, technological developments, and environmental concerns. They then mapped the relationships between these factors, indicating how one might influence another, and assigned weights to reflect the perceived strength and direction of these influences. The individual maps were aggregated into a collective FCM, encapsulating the shared understanding of the group.
The final map was analyzed to identify dominant factors, feedback loops, and potential leverage points, offering valuable insights for strategic planning. The application of FCM allowed stakeholders to better understand the dynamics and facilitated more productive discussions, building the way for targeted actions and strategies.
In conclusion, the use of Fuzzy Cognitive Mapping at the 2nd Stakeholders Meeting established its effectiveness in engaging participants and navigating the complexities of the energy transition for SMEs. By visually representing the interplay of various factors, FCM provided clarity and a structured approach to addressing challenges and opportunities. This experience underscores the potential of FCM not only in research but also in practical decision-making processes within similar contexts.
As support for SMEs in transitioning to sustainable practices continues, FCM stands out as a critical tool, offering a resilient method for capturing and analyzing stakeholders’ insights in an unceasingly progressing landscape.