Dealing with complexity – the contribution of problem structuring methods to management science

Abstract

Purpose The purpose of this paper is to examine the contribution that problem structuring methods – a branch of the decision support discipline of operational research – have made in helping managers deal with situations of high complexity. The paper reviews the limitations of traditional operational research and argues that problem structuring methods have expanded the entire discipline and significantly contributed to its holistic nature and problem-solving orientation. Design/methodology/approach The paper provides a critical discussion of the limitations of the traditional operational research approach and examines how the development and successful application of problem structuring methods have opened up a new paradigm of analysis in management science. Findings In theoretical terms, problem structuring methods have moved the discipline of operational research away from its positivistic epistemology and towards interpretivism and the acceptance of a subjective social reality. In practical terms, they offer managers a broad range of appropriate analytical tools which provide transparency and offer the opportunity to those affected by the problem situation to be actively involved in the entire modelling process within a facilitated environment. Originality/value The paper offers a critical discussion of the contribution that problem structuring methods have made while also identifying the challenges they face as they try to achieve higher levels of recognition and acceptance in management science.

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