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Problem structuring methods for large group interventions

Author

Listed:
  • D Shaw

    (Aston Business School, Aston Triangle)

  • M Westcombe

    (Attivation Consulting)

  • J Hodgkin

    (Stirling University)

  • G Montibeller

    (Kingston Business School)

Abstract

Problem structuring methods (PSMs) aim to build shared understanding in a group of decision makers. This shared understanding is used as a basis for them to negotiate an agreed action plan that they are prepared to help implement. Engaging in a social process of negotiation with a large number of people is difficult, and so PSMs have typically focused on small groups of less than 20. This paper explores the legitimacy of deploying PSMs in large groups of people (50–1000), where the aim is to negotiate action and build commitment to its implementation. We review the difficulties of facilitating large groups with PSMs, drawing heavily on our experience of working with over 25 large groups. We offer a range of lessons learned and suggest concrete approaches to facilitating large groups to achieve the objectives of PSMs. This paper contributes to the evaluation and development of PSMs.

Suggested Citation

  • 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.
    • Handle: RePEc:pal:jorsoc:v:55:y:2004:i:5:d:10.1057_palgrave.jors.2601712
    DOI: 10.1057/palgrave.jors.2601712
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    References listed on IDEAS

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    Cited by:

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    2. Zemp, Stefan & Stauffacher, Michael & Lang, Daniel J. & Scholz, Roland W., 2011. "Generic functions of railway stations--A conceptual basis for the development of common system understanding and assessment criteria," Transport Policy, Elsevier, vol. 18(2), pages 446-455, March.
    3. 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.
    4. D B O'Brien & C M Brugha, 2010. "Adapting and refining in multi-criteria decision-making," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(5), pages 756-767, May.
    5. Hugo Herrera, 2017. "Resilience for Whom? The Problem Structuring Process of the Resilience Analysis," Sustainability, MDPI, vol. 9(7), pages 1-17, July.
    6. B Casu & D Shaw & E Thanassoulis, 2005. "Using a group support system to aid input–output identification in DEA," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 56(12), pages 1363-1372, December.
    7. Shaw, Duncan & Blundell, Neil, 2010. "WASAN: The development of a facilitated methodology for structuring a waste minimisation problem," European Journal of Operational Research, Elsevier, vol. 207(1), pages 350-362, November.
    8. Phi, Giang & Dredge, Dianne & Whitford, Michelle, 2014. "Understanding conflicting perspectives in event planning and management using Q method," Tourism Management, Elsevier, vol. 40(C), pages 406-415.
    9. 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.
    10. 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.
    11. H V Vo & B Chae & D L Olson, 2007. "Developing unbounded systems thinking: using causal mapping with multiple stakeholders within a Vietnamese company," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 655-668, May.
    12. Tako, Antuela A. & Kotiadis, Kathy, 2015. "PartiSim: A multi-methodology framework to support facilitated simulation modelling in healthcare," European Journal of Operational Research, Elsevier, vol. 244(2), pages 555-564.
    13. K N Papamichail & G Alves & S French & J B Yang & R Snowdon, 2007. "Facilitation practices in decision workshops," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 614-632, May.
    14. Trutnevyte, Evelina & Stauffacher, Michael & Scholz, Roland W., 2012. "Linking stakeholder visions with resource allocation scenarios and multi-criteria assessment," European Journal of Operational Research, Elsevier, vol. 219(3), pages 762-772.
    15. N J Curtis & P J Dortmans & J Ciuk, 2006. "‘Doing the right problem’ versus ‘doing the problem right’: problem structuring within a Land Force environment," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(11), pages 1300-1312, November.
    16. T E van der Lei & W A H Thissen, 2009. "Quantitative problem structuring methods for multi-actor problems: an analysis of reported applications," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(9), pages 1198-1206, September.
    17. 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.
    18. White, Leroy & Bourne, Humphrey, 2007. "Voices and values: Linking values with participation in OR/MS in public policy making," Omega, Elsevier, vol. 35(5), pages 588-603, October.
    19. D Shaw, 2006. "Journey Making group workshops as a research tool," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 57(7), pages 830-841, July.
    20. 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.

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