alternative-paradigm

The chapter critiques the classical operational research paradigm for its limitations in addressing conflict, multiple decision-makers, and complex social systems, emphasizing the inadequacy of the one-player game assumption and the neglect of interactive decision processes. It highlights the distinction between tame and wicked problems, arguing that wicked problems require problem structuring methods that embrace multiple acceptable solutions, stakeholder involvement, and uncertainty rather than seeking optimal solutions. The text advocates for simpler, transparent analytic methods that support rich social processes and negotiation in dynamic organizational environments to effectively manage complexity, uncertainty, and conflict.

This chapter examines the diverse landscape of problem structuring methods (PSMs), highlighting their evolution from traditional operational research towards approaches that emphasize complexity, group interaction, and strategic decision-making without pursuing optimality. It contrasts various methodologies in terms of their visible and invisible outputs, their facilitation of bottom-up planning, and their strategic-level application, while also addressing the role of consultants and unresolved challenges in the field. The discussion underscores the alternative paradigm's focus on satisficing, active participation, and mixed scanning as key features distinguishing these methods from orthodox approaches.