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Problem Formulation in Planning and Design

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  • Roger J. Volkema

    (University of Wisconsin-Eau Claire)

Abstract

This paper deals with the role of problem formulation in planning and design, including: (a) the importance of problem formulation to planning and design; (b) problematic, physiological, psychological and environmental factors that can affect the formulation process; and (c) problem formulation heuristics. Two types of formulation heuristics are identified---problem reduction and problem expansion. Because the latter type has received little empirical research, an initial study of a problem expansion heuristic (Problem-Purpose Expansion) was conducted. Experimentation showed that Problem-Purpose Expansion may have a positive effect on idea generation, particularly for individuals working on problems that fall outside their area of expertise. Exhorting the importance of problem formulation, a second treatment studied in these experiments, produced little measurable effect on idea generation.

Suggested Citation

  • Roger J. Volkema, 1983. "Problem Formulation in Planning and Design," Management Science, INFORMS, vol. 29(6), pages 639-652, June.
    • Handle: RePEc:inm:ormnsc:v:29:y:1983:i:6:p:639-652
    DOI: 10.1287/mnsc.29.6.639
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    Cited by:

    1. Esther Tippmann & Pamela Sharkey Scott & Andrew Parker, 2017. "Boundary Capabilities in MNCs: Knowledge Transformation for Creative Solution Development," Journal of Management Studies, Wiley Blackwell, vol. 54(4), pages 455-482, June.
    2. Norese, Maria Franca, 1995. "MACRAME: A problem formulation and model structuring assistant in multiactorial contexts," European Journal of Operational Research, Elsevier, vol. 84(1), pages 25-34, July.
    3. ogilvie, dt, 1998. "Creative action as a dynamic strategy: Using imagination to improve strategic solutions in unstable environments," Journal of Business Research, Elsevier, vol. 41(1), pages 49-56, January.
    4. S. R. Singhvi & Rajat Gera, 2005. "Problem Formulation and Categorization: An Empirical Study of Marketing Problems in an Organization," Management and Labour Studies, XLRI Jamshedpur, School of Business Management & Human Resources, vol. 30(2), pages 121-138, May.
    5. Nickerson, Jack A. & Yen, C. James & Mahoney, Joseph T., 2011. "Exploring the Problem-Finding and Problem-Solving Approach for Designing Organizations," Working Papers 11-0107, University of Illinois at Urbana-Champaign, College of Business.
    6. Ellspermann, Susan J. & Evans, Gerald W. & Basadur, Min, 2007. "The impact of training on the formulation of ill-structured problems," Omega, Elsevier, vol. 35(2), pages 221-236, April.
    7. Eric von Hippel & Georg von Krogh, 2016. "CROSSROADS—Identifying Viable “Need–Solution Pairs”: Problem Solving Without Problem Formulation," Organization Science, INFORMS, vol. 27(1), pages 207-221, February.
    8. Gillier, Thomas & Chaffois, Cédric & Belkhouja, Mustapha & Roth, Yannig & Bayus, Barry L., 2018. "The effects of task instructions in crowdsourcing innovative ideas," Technological Forecasting and Social Change, Elsevier, vol. 134(C), pages 35-44.
    9. Jackson Nickerson & Nicholas Argyres, 2018. "Strategizing Before Strategic Decision Making," Strategy Science, INFORMS, vol. 3(4), pages 592-605, December.
    10. Nikolaus Franke & Marion K. Poetz & Martin Schreier, 2014. "Integrating Problem Solvers from Analogous Markets in New Product Ideation," Management Science, INFORMS, vol. 60(4), pages 1063-1081, April.
    11. , Aisdl, 2020. "Becoming Attuned," OSF Preprints j7f8y, Center for Open Science.
    12. Joldersma, Cisca & Roelofs, Ellie, 2004. "The impact of soft OR-methods on problem structuring," European Journal of Operational Research, Elsevier, vol. 152(3), pages 696-708, February.
    13. R Volkema, 2009. "Natural language and the art and science of problem/opportunity formulation: a transportation planning case analysis," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(10), pages 1360-1372, October.
    14. Krohn, Malte & Herstatt, Cornelius, 2018. "The question of a frugal mindset in Western MNCs: Exploring an emerging phenomenon with a systematic literature review," Working Papers 103, Hamburg University of Technology (TUHH), Institute for Technology and Innovation Management.
    15. , Aisdl, 2020. "The Serendipity Mindset," OSF Preprints w52y9, Center for Open Science.
    16. Steils, Nadia & Hanine, Salwa, 2019. "Recruiting valuable participants in online IDEA generation: The role of brief instructions," Journal of Business Research, Elsevier, vol. 96(C), pages 14-25.
    17. Leon, Orfelio G., 1999. "Value-Focused Thinking versus Alternative-Focused Thinking: Effects on Generation of Objectives," Organizational Behavior and Human Decision Processes, Elsevier, vol. 80(3), pages 213-227, December.
    18. Madhavan, Ravi & Mahoney, Joseph T., 2011. "Evidence-Based Management in "Macro" Areas: The Case of Strategic Management," Working Papers 11-0105, University of Illinois at Urbana-Champaign, College of Business.
    19. BüyükdamgacI, Güldal, 2003. "Process of organizational problem definition: how to evaluate and how to improve," Omega, Elsevier, vol. 31(4), pages 327-338, August.
    20. Mariano Méndez-Suárez & Abel Monfort & María de las Mercedes de Obesso, 2023. "Real options appraisal for a reactive CSR strategy: the case of Facebook," Economic Research-Ekonomska Istraživanja, Taylor & Francis Journals, vol. 36(2), pages 2135557-213, July.
    21. Berthon, Pierre R. & Pitt, Leyland F. & Morris, Michael H., 1998. "The Impact of Individual and Organizational Factors on Problem Perception: Theory and Empirical Evidence from the Marketing-Technical Dyad," Journal of Business Research, Elsevier, vol. 42(1), pages 25-38, May.
    22. Montibeller, Gilberto & Franco, Alberto & Lord, Ewan & Iglesias, Aline, 2008. "Structuring multi-criteria portfolio analysis models," LSE Research Online Documents on Economics 22693, London School of Economics and Political Science, LSE Library.
    23. Fred Niederman & John Bryson, 1998. "Influence of Computer-Based Meeting Support on Process and Outcomes for a Divisional Coordinating Group," Group Decision and Negotiation, Springer, vol. 7(4), pages 293-325, July.

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