“…Additionally, the literature recognises the transparency of the models and the intervention process itself as one of the most common positive impacts of OR interventions (e.g. Franco, 2009;Hjortsø, 2004;Howick & Ackermann, 2011;Namen, Bornstein, & Rosenhead, 2009;White & Taket, 1994). We relate transparency in the context of our own intervention as the possibility that team members had to perform objective valuations of their business ideas and being able to detach themselves from who would be the beneficiaries of those projects.…”
Section: "So I Think One Of the Important Aspects Of This Process Wamentioning
Multimethodology interventions are being increasingly employed by operational researchers to cope with the complexity of real-world problems. In keeping with recent calls for more research into the 'realised' impacts of multimethodology, we present a detailed account of an intervention to support the planning of business ideas by a management team working in a community development context. Drawing on the rich steam of data gathered during the intervention, we identify a range of cognitive, task and relational impacts experienced by the management team during the intervention. These impacts are the basis for developing a process model that accounts for the personal, social and material changes reported by those involved in the intervention. The model explains how the intervention's analytic and relational capabilities incentivise the interplay of participants' decision making efforts and integrative behaviours underpinning reported intervention impacts and change. Our findings add much needed empirical case material to enrich further our understanding of the realised impacts of operational research interventions in general, and of multimethodology interventions in particular.
“…Additionally, the literature recognises the transparency of the models and the intervention process itself as one of the most common positive impacts of OR interventions (e.g. Franco, 2009;Hjortsø, 2004;Howick & Ackermann, 2011;Namen, Bornstein, & Rosenhead, 2009;White & Taket, 1994). We relate transparency in the context of our own intervention as the possibility that team members had to perform objective valuations of their business ideas and being able to detach themselves from who would be the beneficiaries of those projects.…”
Section: "So I Think One Of the Important Aspects Of This Process Wamentioning
Multimethodology interventions are being increasingly employed by operational researchers to cope with the complexity of real-world problems. In keeping with recent calls for more research into the 'realised' impacts of multimethodology, we present a detailed account of an intervention to support the planning of business ideas by a management team working in a community development context. Drawing on the rich steam of data gathered during the intervention, we identify a range of cognitive, task and relational impacts experienced by the management team during the intervention. These impacts are the basis for developing a process model that accounts for the personal, social and material changes reported by those involved in the intervention. The model explains how the intervention's analytic and relational capabilities incentivise the interplay of participants' decision making efforts and integrative behaviours underpinning reported intervention impacts and change. Our findings add much needed empirical case material to enrich further our understanding of the realised impacts of operational research interventions in general, and of multimethodology interventions in particular.
“…This relates to other recent developments using multi-methodology in soft OR (e.g. Mingers, 1997;De Tombe, 2002;Gondal, 2004;White & Lee, 2009;Hermans & Thissen, 2009;Namen et al, 2009;Howick & Ackerman, 2011). It offers an in-depth description of an intervention using mixed methods, that may help to develop our understanding of multi-methodology, as Howick & Ackerman (2011) recommend.…”
Section: On Soft or And Multi-methodologymentioning
Purpose
The purpose of this is to explore the potential of the combined use of the viable system model (VSM) and social network analysis (SNA) to identify organizational pathologies.
Design/methodology/approach
Using a well-documented case study based on an academic consultancy intervention and Action Research Project, participative methods for the diagnostic of the VSM and questionnaires for the collection of connectivity data for the SNA were used to develop a heuristic to integrate these two tools and identify organizational pathologies.
Findings
This study provides empirical evidence of the benefits of the combined use of SNA to enhance the identification of organizational pathologies in VSM interventions, by providing an additional qualitative and quantitative framework for the interpretation of findings coming from VSM organizational diagnostics.
Research limitations/implications
This work explores some analytic routines of SNA frequently used in management. The validation is constrained to the nature of the data set from a case study. The document invites to a discussion of further and more advanced applications on the integration of the VSM and SNA.
Practical implications
The enhanced identification of organizational pathologies can contribute to the emerging new interest in applications of the VSM in management, providing robustness to the structural analysis of organizations.
Originality/value
This paper proposes a guideline to exploit the potential of the combined use of SNA and VSM. It opens new avenues for the study of organizational pathologies.
“…The debility score is defined similarly, but in terms of unsatisfactory configurations -so low debility is preferred. Different weights may be used to discriminate desirable from very desirable configurations (for more details see Namen et al, 2009). …”
Section: Robustness Analysis and Problem Structuring Methodsmentioning
This paper reports on the use of Robustness Analysis for planning actions in a poor Brazilian community. The focus is on food and agricultural production and the project is based on a participatory approach incorporating both community-driven development and sustainability in food production. A comparison is made with other soft Operations Research (OR) methodologies and first actions and results are reported.Keywords: soft OR; robustness analysis; sustainable community development.
ResumoEste artigo propõe o uso da Análise de Robustez para o planejamento de ações em uma comunidade de baixa renda no Brasil. O foco está na produção agrícola e de alimentos e o projeto fundamenta-se em uma abordagem participativa incorporando tanto o desenvolvimento voltado para a comunidade quanto a sustentabilidade na produção de alimentos. Apresenta-se uma comparação com outras metodologias de PO soft e relatam-se alguns resultados e ações.Palavras-chave: PO soft; análise de robustez; desenvolvimento comunitário sustentável.
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