Article ID: | iaor20082452 |
Country: | United Kingdom |
Volume: | 58 |
Issue: | 5 |
Start Page Number: | 547 |
End Page Number: | 556 |
Publication Date: | May 2007 |
Journal: | Journal of the Operational Research Society |
Authors: | Ackermann F., Belton V., Morton A. |
Keywords: | practice |
Problem structuring methods (PSMs) have been widely and successfully used in many organizations, but the reliance on face-to-face meetings and workshops makes a typical PSM project difficult and time-consuming to organize, and means that the process may only involve a narrow cross-section of the organization. Yet much interaction in organizations is neither face-to-face nor even synchronous. This research seeks to (1) explore how the issues that arise in moderating such distributed interaction differ from the issues involved in facilitating a workshop and (2) identify the circumstances under which it makes sense to consider using the distributed mode of interaction within a PSM process. Three pairs of action research case studies using a distributed variant on the strategic options development and analysis (SODA) process are described, together with our answers to the above questions.