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Size matters: large group methods and the process of operational research

Author

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  • L White

    (South Bank University)

Abstract

This paper will briefly outline some of the reasons for the burgeoning interest in working with the widest range of individuals in an organisation. The paper will explore the emergence of methods and processes to tackle large group work. It will then go on to describe, via case studies, a few methods that have been used in large-scale interventions. The paper will end with some reflections on working with large groups and explore some proposals for the process of OR.

Suggested Citation

  • L White, 2002. "Size matters: large group methods and the process of operational research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 53(2), pages 149-160, February.
    • Handle: RePEc:pal:jorsoc:v:53:y:2002:i:2:d:10.1057_palgrave.jors.2601298
    DOI: 10.1057/palgrave.jors.2601298
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    Citations

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    Cited by:

    1. Michaelides, Marios & Laouris, Yiannis, 2024. "A cascading model of stakeholder engagement for large-scale regional development using structured dialogical design," European Journal of Operational Research, Elsevier, vol. 315(1), pages 307-323.
    2. A Morton & F Ackermann & V Belton, 2007. "Problem structuring without workshops? Experiences with distributed interaction within a PSM process," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 547-556, May.
    3. Laouris, Yiannis & Michaelides, Marios, 2018. "Structured Democratic Dialogue: An application of a mathematical problem structuring method to facilitate reforms with local authorities in Cyprus," European Journal of Operational Research, Elsevier, vol. 268(3), pages 918-931.
    4. A Espinosa & R Harnden, 2007. "Team syntegrity and democratic group decision making: theory and practice," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(8), pages 1056-1064, August.
    5. Mingers, John & White, Leroy, 2010. "A review of the recent contribution of systems thinking to operational research and management science," European Journal of Operational Research, Elsevier, vol. 207(3), pages 1147-1161, December.
    6. 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.
    7. White, Leroy, 2016. "Behavioural operational research: Towards a framework for understanding behaviour in OR interventions," European Journal of Operational Research, Elsevier, vol. 249(3), pages 827-841.
    8. 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.
    9. F O'Brien & M Meadows, 2007. "Developing a visioning methodology: Visioning Choices for the future of operational research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 557-575, May.
    10. D Shaw & M Westcombe & J Hodgkin & G Montibeller, 2004. "Problem structuring methods for large group interventions," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 55(5), pages 453-463, May.
    11. J Bryant & J Darwin & C Booth, 2011. "Strategy making with the whole organisation: OR and the art of the possible," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(5), pages 840-854, May.
    12. Mingers, John & Rosenhead, Jonathan, 2004. "Problem structuring methods in action," European Journal of Operational Research, Elsevier, vol. 152(3), pages 530-554, February.
    13. Laouris, Yiannis & Romm, Norma RA, 2022. "Structured dialogical design as a problem structuring method illustrated in a Re-invent democracy project," European Journal of Operational Research, Elsevier, vol. 301(3), pages 1072-1087.
    14. Rodney J. Scott & Robert Y. Cavana & Donald Cameron, 2016. "Client Perceptions of Reported Outcomes of Group Model Building in the New Zealand Public Sector," Group Decision and Negotiation, Springer, vol. 25(1), pages 77-101, January.

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