Problem structuring without workshops? Experiences with distributed interaction within a PSM process

Morton, A. and Ackermann, F. and Belton, V. (2006) Problem structuring without workshops? Experiences with distributed interaction within a PSM process. Journal of the Operational Research Society, 58 (5). pp. 547-556. ISSN 0160-5682 (http://dx.doi.org/10.1057/palgrave.jors.2602210)

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Abstract

Problem structuring methods (PSMs) have been widely and successfully used in many organizations, but the reliance on face-to-face meetings and workshops makes a typical PSM project difficult and time-consuming to organize, and means that the process may only involve a narrow cross-section of the organization. Yet much interaction in organizations is neither face-to-face nor even synchronous. This research seeks to (1) explore how the issues that arise in moderating such distributed interaction differ from the issues involved in facilitating a workshop and (2) identify the circumstances under which it makes sense to consider using the distributed mode of interaction within a PSM process. Three pairs of action research case studies using a distributed variant on the strategic options development and analysis (SODA) process are described, together with our answers to the above questions.

ORCID iDs

Morton, A., Ackermann, F. and Belton, V. ORCID logoORCID: https://orcid.org/0000-0003-2555-1469;
CORE (COnnecting REpositories)