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The Intersubjectivity Of Issues And Issues Of Intersubjectivity

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  • Colin Eden
  • Sue Jones
  • David Sims
  • Tim Smithin

Abstract

This paper describes research concerned with assisting groups in organizations handle their complex, ill‐structured policy issues in ways which we believe are significantly different from many typical policy analysis projects. It is our belief that many systems research, operational research and management science projects have concentrated on ‘objective’, usually quantitative data at the expense of losing their clients' interest and commitment. Our work is concerned with taking account of intersubjectivity in policy analysis and evaluation. It is orientated to the construction of models that will be owned by our clients because they recognize as legitimate, and explicitly take account of, the subjective and particular knowledge of individuals within organizations. They also explicitly take account of the interaction of shared and individual knowledge as a group comes to define an intersubjective group issue.

Suggested Citation

  • Colin Eden & Sue Jones & David Sims & Tim Smithin, 1981. "The Intersubjectivity Of Issues And Issues Of Intersubjectivity," Journal of Management Studies, Wiley Blackwell, vol. 18(1), pages 37-47, January.
    • Handle: RePEc:bla:jomstd:v:18:y:1981:i:1:p:37-47
    DOI: 10.1111/j.1467-6486.1981.tb00090.x
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    Citations

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    Cited by:

    1. Eden, Colin, 2004. "Analyzing cognitive maps to help structure issues or problems," European Journal of Operational Research, Elsevier, vol. 159(3), pages 673-686, December.
    2. Igor Pyrko & Colin Eden & Susan Howick, 2019. "Knowledge Acquisition Using Group Support Systems," Group Decision and Negotiation, Springer, vol. 28(2), pages 233-253, April.
    3. Franco, L. Alberto & Greiffenhagen, Christian, 2018. "Making OR practice visible: Using ethnomethodology to analyse facilitated modelling workshops," European Journal of Operational Research, Elsevier, vol. 265(2), pages 673-684.
    4. White, Leroy, 2009. "Understanding problem structuring methods interventions," European Journal of Operational Research, Elsevier, vol. 199(3), pages 823-833, December.
    5. Alberto Franco, L., 2013. "Rethinking Soft OR interventions: Models as boundary objects," European Journal of Operational Research, Elsevier, vol. 231(3), pages 720-733.
    6. T Horlick-Jones & J Rosenhead, 2007. "The uses of observation: combining problem structuring methods and ethnography," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 588-601, May.
    7. Franco, L. Alberto & Montibeller, Gilberto, 2010. "Facilitated modelling in operational research," European Journal of Operational Research, Elsevier, vol. 205(3), pages 489-500, September.
    8. Theresa M. Welbourne & Manuela Pardo-del-Val, 2009. "Relational Capital: Strategic Advantage for Small and Medium-Size Enterprises (SMEs) Through Negotiation and Collaboration," Group Decision and Negotiation, Springer, vol. 18(5), pages 483-497, September.
    9. Mohammed, Susan & Ringseis, Erika, 2001. "Cognitive Diversity and Consensus in Group Decision Making: The Role of Inputs, Processes, and Outcomes," Organizational Behavior and Human Decision Processes, Elsevier, vol. 85(2), pages 310-335, July.
    10. C Eden & F Ackermann & J M Bryson & G P Richardson & D F Andersen & C B Finn, 2009. "Integrating modes of policy analysis and strategic management practice: requisite elements and dilemmas," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(1), pages 2-13, January.
    11. Fritz W. Scharpf, 1991. "Games Real Actors Could Play: The Challenge of Complexity," Journal of Theoretical Politics, , vol. 3(3), pages 277-304, July.
    12. Scharpf, Fritz W., 1990. "Games Real Actors Could Play: The Problem of Connectedness," MPIfG Discussion Paper 90/8, Max Planck Institute for the Study of Societies.
    13. Sébastien Damart, 2010. "A Cognitive Mapping Approach to Organizing the Participation of Multiple Actors in a Problem Structuring Process," Group Decision and Negotiation, Springer, vol. 19(5), pages 505-526, September.
    14. Horlick-Jones, Tom & Rosenhead, Jonathan, 2013. "Ambiguity and therapy in risk management," LSE Research Online Documents on Economics 62497, London School of Economics and Political Science, LSE Library.
    15. G. Page West III, 2007. "Collective Cognition: When Entrepreneurial Teams, Not Individuals, Make Decisions," Entrepreneurship Theory and Practice, , vol. 31(1), pages 77-102, January.
    16. Elena Todella & Isabella Maria Lami & Alessandro Armando, 2018. "Experimental Use of Strategic Choice Approach (SCA) by Individuals as an Architectural Design Tool," Group Decision and Negotiation, Springer, vol. 27(5), pages 811-826, October.
    17. L. Alberto Franco, 2008. "Facilitating Collaboration with Problem Structuring Methods: A Case Study of an Inter-Organisational Construction Partnership," Group Decision and Negotiation, Springer, vol. 17(4), pages 267-286, July.

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