Problem structuring without workshops? Experiences with distributed interaction within a PSM process

Problem structuring without workshops? Experiences with distributed interaction within a PSM process

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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: , ,
Keywords: practice
Abstract:

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.

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