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The anatomy of complex societal problems and its implications for OR

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  • F Liebl

    (Universität Witten/Herdecke)

Abstract

This paper discusses the emergence and development of complex societal problems. Several models and theories from the social sciences are used to analyse them in terms of content and recognition by the media, the public and political decision-makers. These descriptions—which conceptualize societal problems as highly politicized issues and conflicts between stakeholders—have important implications for handling this sort of problem in an OR consulting process, eg in community OR. As complex societal problems behave like moving targets, the consequences for the formulation of appropriate models in such a context are also elaborated.

Suggested Citation

  • F Liebl, 2002. "The anatomy of complex societal problems and its implications for OR," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 53(2), pages 161-184, February.
    • Handle: RePEc:pal:jorsoc:v:53:y:2002:i:2:d:10.1057_palgrave.jors.2601293
    DOI: 10.1057/palgrave.jors.2601293
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    Citations

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    Cited by:

    1. Schwarz, Jan Oliver, 2015. "The ‘Narrative Turn’ in developing foresight: Assessing how cultural products can assist organisations in detecting trends," Technological Forecasting and Social Change, Elsevier, vol. 90(PB), pages 510-513.
    2. Gomes, Sharlene L. & Hermans, Leon M. & Thissen, Wil A.H., 2018. "Extending community operational research to address institutional aspects of societal problems: Experiences from peri-urban Bangladesh," European Journal of Operational Research, Elsevier, vol. 268(3), pages 904-917.
    3. Wright, George & Cairns, George & Goodwin, Paul, 2009. "Teaching scenario planning: Lessons from practice in academe and business," European Journal of Operational Research, Elsevier, vol. 194(1), pages 323-335, April.
    4. L Houghton & M Metcalfe, 2010. "Synthesis as conception shifting," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(6), pages 953-963, June.
    5. Giovanni Ferri & Angelo Leogrande, 2015. "Was the Crisis Due to a Shift from Stakeholder to Shareholder Finance? Surveying the Debate," Euricse Working Papers 1576, Euricse (European Research Institute on Cooperative and Social Enterprises).
    6. White, Leroy, 2018. "A Cook's tour: Towards a framework for measuring the social impact of social purpose organisations," European Journal of Operational Research, Elsevier, vol. 268(3), pages 784-797.
    7. Luke Houghton, 2013. "Why Can't We All Just Accommodate: A Soft Systems Methodology Application on Disagreeing Stakeholders," Systems Research and Behavioral Science, Wiley Blackwell, vol. 30(4), pages 430-443, July.
    8. Luke Houghton & David Tuffley, 2015. "Towards a Methodology of Wicked Problem Exploration through Concept Shifting and Tension Point Analysis," Systems Research and Behavioral Science, Wiley Blackwell, vol. 32(3), pages 283-297, May.

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