Quid pro quo: Reflections on the value of problem structuring group workshops

Abstract

Attracting clients who are willing to invest resources in the use of a problem structuring method is difficult. There are many reasons for this, not least that the benefits of a problem structuring intervention are vague and evidence of benefits are often anecdotal, for example claims of constructing a deeper understanding of the problem or building the commitment of a group to implementing an outcome. This paper contributes to the evaluation of problem structuring methods by reflecting on the quid pro quo that a client and problem structuring modeller can enjoy from collaboration. The paper reflects on 21 cases where Journey Making (a problem structuring method) was used with 16 organisations to help managers agree a suite of actions to tackle a complex strategic issue. The reflections are clustered around those benefits that pertain to: PSMs in general; PSMs which use computer supported workshops; the Journey Making methodology.

Community Operational Research and Citizen Science: Two icons in need of each other?

“…This manuscript version is made available under the CC-BY-NC-ND 4.0 license http://creativecommons.org/licenses/by-nc-nd/4.0/ Approach (SCA) (Friend and Hickling, 1987;Friend, 2001), and Strategic Options Development and Analysis (SODA) (Eden and Ackermann, 2001;Ackermann and Eden, 2005). There is now a wealth of case-study reports on the use of PSMs and the potential for learning to be gleaned from the analysis of micro-level practice is widely recognised (Taket and White, 1997;Mingers and Rosenhead, 2004;Rosenhead, 2006Rosenhead, , 2009Shaw, Edwards, and Collier, 2006;White, 2006;Ackermann, 2012;Franco, 2013;Gregory, Atkins, Burdon, and Elliott, 2013;Yearworth and White, 2014;Velez-Castiblanco, Brocklesby, and Midgley, 2016;White, Burger, and Yearworth, 2016).…”

Understanding the Contribution and Challenges of Using Soft Systems Methodology to Facilitate Cultural Change: A Case Study in the Public Sector

“…White (2006) believes that the question of who is involved in problem structuring method applications and the reasons for this involvement are crucial. Shaw et al, (2006) consider that the widest possible selection of stakeholders in problem structuring method interventions is important. These arguments suggest a high degree of ephemerality and partiality in stakeholder selection.…”

Behavioural operational research: Towards a framework for understanding behaviour in OR interventions

“…OR scholars have explored the idea of understanding the collective mind though an understanding of network learning and to explore the effects on problem structuring exercises (Grandori and Soda, 1995;White, 2008). Other studies explored the notion of "social learning" in large group settings (Shaw et al, 2006;Bell and Morse, 2007;White, 2002).…”