The impact of soft OR-methods on problem structuring

Abstract In this article the impact of a soft OR-method on problem structuring is investigated. A game/simulation was used to test the impact of the method in a quasi-experimental setting. The game was run several times with representatives from different municipalities. In three municipalities the method was applied (experimental group) and in the other three municipalities the game/simulation was run without the intervention (control group). On the basis of different types of measurements hardly any positive effects of the problem-structuring method were found. A secondary analysis on available data was conducted to explain the little impact of the method. It shows that the impact of the method is related to the type of problem-structuring process. The soft OR-method had little impact when conflicts about tasks or interests were dominating, but it had more impact when the problem-structuring process focused on information exchange between participants.

[1]  P. Ledington,et al.  Soft OR and management practice: a study of the adoption and use of Soft Systems Methodology , 1997 .

[2]  M. Kolkman,et al.  Problem Articulation Methodology , 1993 .

[3]  A.M.E. Roelofs.  Structuring Policy issues. Testing a mapping technique with gaming/simulation , 2000 .

[4]  P. Schoemaker.  MULTIPLE SCENARIO DEVELOPMENT: ITS CONCEPTUAL AND BEHAVIORAL FOUNDATION , 1993 .

[5]  Stephen Loy,et al.  The Interaction Effects Between General Thinking Skills and an Interactive Graphics-Based DSS to Support Problem Structuring* , 1991 .

[6]  Pieter-Jan Klok.  Book review: The success of policy analysis studies: an actor perspective, a search for success definitions based on cases in the field of transport and infrastructure in The Netherlands / by Patricia G.J. Twaalfhoven. - Eburon, Delft, 1999 , 2001 .

[7]  Dietrich Dörner,et al.  The Logic Of Failure: Recognizing And Avoiding Error In Complex Situations , 1997 .

[8]  J. Mingers,et al.  Rational analysis for a problematic world revisited : problem structuring methods for complexity, uncertainty and conflict , 1989 .

[9]  R. Volkema.  Problem Formulation in Planning and Design , 1983 .

[10]  David Sims,et al.  Thinking in organizations , 1979 .

[11]  Barbara M. Carlin,et al.  Problem structuring heuristics in strategic decision making , 1990 .

[12]  George P. Huber,et al.  DECISION SUPPORT SYSTEMS FOR ILL‐STRUCTURED PROBLEMS: AN EMPIRICAL STUDY , 1987 .

[13]  G. DeSanctis,et al.  The Impact of a Structured-Argument Approach on Group Problem Formulation* , 1995 .

[14]  Joseph S. Valacich,et al.  Structuring Conflict in Individual, Face‐to‐Face, and Computer‐Mediated Group Decision Making: Carping Versus Objective Devil's Advocacy , 1995 .

[15]  Ray J. Paul,et al.  The Use of Soft Systems Methodology in the Development of a Simulation of Out-patient Services at Watford General Hospital , 1996 .

[16]  Paula L. Rechner,et al.  Experiential Effects of Dialectical Inquiry, Devil's Advocacy and Consensus Approaches to Strategic Decision Making , 1989 .

[17]  C. Eden,et al.  Making Strategy: The Journey of Strategic Management , 1998 .

[18]  D. Day,et al.  EXPERTISE AND PROBLEM CATEGORIZATION: THE ROLE OF EXPERT PROCESSING IN ORGANIZATIONAL SENSE-MAKING , 1992 .

[19]  Dan Durning,et al.  Participatory policy analysis in a social service agency: A case study , 1993 .

[20]  Christian Wagner,et al.  Facilitating space-time differences, group heterogeneity and multi-sensory task work through a multimedia supported group decision system , 1995, Decis. Support Syst..

[21]  Donald A. Schön,et al.  Frame Reflection: Toward The Resolution Of Intractable Policy Controversies , 1994 .

[22]  H. Rittel,et al.  Dilemmas in a general theory of planning , 1973 .

[23]  John Mingers,et al.  The Use of Soft Systems Methodology in Practice , 1992 .