Problem structuring interventions in practice?

Abstract

The derivation of generic constitutive rules for Problem Structuring Methods (PSMs) was motivated by the observation of everyday problem structuring in organisations (Yearworth & White, 2014). The existence of a ‘problem structuring mentality’ naturally provokes questions about appropriate underlying theory. There is already a nexus around the practice of problem structuring and theorising about it and social practice theory offers a way forward (Ormerod, 2008, 2014, 2016). This might provide the means for connecting research into OR practice with wider debates in the management literature. The workshop nature of PSM engagements provides a unique insight into the particular place and particular time of management decision making when dealing with messy problems. We define a research agenda, set out some provocative research questions and discuss their implications for OR practice