Problem Structuring: Methodology in Practice

Current perspectives on approaches to problem structuring in operational research and engineering and prospects for problem structuring methods applicable to a wide range of practice. Bridging between operational research (OR) and engineering practice, Problem Structuring: Methodology in Practice is grounded in the emergence of soft OR and its development over time as a distinctively new field, broadening the scope of OR to deal with issues of transforming, strategising, and planning in the context of wicked problems. The book is centred on a methodological framing of intervention processes known as problem structuring methods (PSMs) and the techniques presented are suitable for practitioners across a broad range of disciplines. Written by a highly qualified professor of engineering and management, Problem Structuring: Methodology in Practice contains four linked sections that cover: I. Problem formulation when dealing with wicked problems, justification for a methodological approach, the emergence of soft OR, the relevance of pragmatic philosophy to OR practice. II. Traces debates and issues in OR leading to the emergence of soft OR, comparative analysis of PSMs leading to a generic framework for soft OR practice, addressing practical considerations in delivering PSM interventions. III. Charts the emergence of a problem structuring sensibility in engineering practice, introduces a new PSM based on hierarchical process modelling (HPM) supported by teaching and case studies, makes the case for a processual turn in engineering practice supported by HPM with relevance to OR practice. IV. Evaluation of PSM interventions, survey of applications, use of group support systems, new developments supported by machine learning, recontextualising soft OR practice. Problem Structuring: Methodology in Practice is a thought-provoking and highly valuable resource relevant to all “students of problems.” It is suitable for any UK Level 7 (or equivalent) programme in OR, engineering, or applied social science where a reflective, methodological approach to dealing with wicked problems is an essential requirement for practice. fmatter Title Page Copyright Contents Preface Acknowledgements Glossary s1 ch1 1.1 Why Methodology? 1.2 Why Not Problem‐solving? 1.3 From Puzzles, Problems, to Messes 1.4 The Apparent Success of Operational Research 1.5 The Process of Problematisation 1.6 Problem Structuring Methods 1.7 Summary ch2 2.1 On Dichotomies 2.2 Wicked and Tame 2.3 Swamps and High Ground 2.4 Problems and Messes 2.5 An Ontological Viewpoint 2.5.1 Cynefin 2.5.2 Wickedness and Anatomy of Complexity 2.5.3 The System of Systems Methodologies 2.6 The Burrell and Morgan Framework 2.7 Category Mistakes and Paradigm Incommensurability ch3 3.1 Dichotomies, Again 3.2 Organised Finding Out 3.3 Action Is Knowledge 3.4 Ways Forward s2 ch4 4.1 The Critique of the Mainstream OR Phase: Emergence of a New Paradigm 4.2 The Methodological Phase: Emergence of Core Methodologies 4.3 First Reflective Period 4.4 Summary ch5 5.1 Analysis of the Three Core Techniques 5.2 Constitutive Rules 5.3 Epistemologies 5.4 Comparative Affordances of Modelling Approaches 5.5 A Processual Analysis of Modelling in the Core Methodologies 5.5.1 SSM 5.5.2 SODA Project 5.5.3 SCA 5.6 Summary of Core Modelling Approaches 5.7 The Influence of Computer‐supported Modelling 5.8 Related Approaches 5.8.1 IBIS 5.8.2 Causal Loop Diagrams 5.9 Conclusion ch6 6.1 Recap 6.2 Establishing a Trust Relationship 6.3 Dealing with the Value Paradox 6.4 Identifying Relevant Stakeholders and Dealing with Multi‐organisational Contexts 6.5 Being Ready to Facilitate 6.6 Ethical Practice 6.7 Relation to the Wider PSM Field 6.8 Summary 6.9 State of the Art s3 ch7 7.1 Introduction 7.2 From Systems Engineering to Soft Systems Methodology – and Back Again 7.3 Philosophy of Engineering 7.4 A New Definition of Soft Systems for Engineers 7.5 Systems Engineering in the Context of Systemic Cooperation 7.6 Conclusions ch8 ch9 9.1 Motivation 9.2 Origins 9.3 What Is HPM as a PSM? 9.3.1 Process Epistemology 9.3.2 Modelling Purpose 9.3.3 How/Why Modelling Dialectic 9.3.4 Measuring Process Performance with Explicit Representation of Uncertainty 9.3.5 Argumentation 9.4 Epistemology for HPM 9.5 The Affordance of the HPM Approach 9.6 Assembling into a Methodology ch10 10.1 Case Study I –STEEP and REPLICATE Projects 10.2 Updating the Tool Support for the Modelling Approach 10.3 Teaching Example I – ‘SuperCo’ 10.4 Teaching Example II – Servitisation and the Circular Economy 10.5 Teaching Example III – Heritage Railway MEng Consulting Project 10.6 Case Study II – ‘Continuous Process Manufacturing Company’ 10.7 Case Study III – Healthy Resilient Cities 10.7.1 Workshop 10.7.2 Key Findings from the Project 10.7.3 Selling the Approach as a Commercial Service 10.7.4 Infrastructure Interdependency 10.8 Conclusions ch11 11.1 Introduction 11.2 Anticipation, Injunctions and Translations 11.3 Widening Participation and Broadening the Scope 11.4 Moving Away from Singular Outcomes 11.5 Working with Multiple Viewpoints 11.6 Being Aware of Conceptual Limitations 11.7 Valuing Process Knowledge s4 ch12 12.1 Why Wait Until Now? ch13 13.1 Introduction 13.2 Method of Selection 13.3 Classification of PSM Applications 13.4 Survey of PSM Applications by Subject Area 13.5 Observations 13.6 Interdisciplinarity 13.7 Other Traditions 13.8 Conclusions ch14 14.1 Motivation 14.2 Experimental Setting 14.3 Teaching Requirements 14.4 Reflections 14.5 The Effectiveness of Online Problem Structuring Practice 14.6 Teaching of PSMs in an Education Setting 14.7 Extension to Large Group Working ch15 15.1 Augmented Qualitative Analysis (AQA) 15.2 PSMs in the Age of LLMs 15.3 Future Directions ch16 16.1 Building Links 16.1.1 Towards New Disciplinary Partners in Applied Social Science 16.1.2 Towards Mainstream OR 16.2 Education 16.3 Introducing a Processual Turn in OR oth1 oth2 ref index