Question

Critically examine problem structuring methods and apply problem analysis methods and theory to specific business issues and comment on their relevance and usability.

Answer 1

Problem-solving methods (PSMs) are groups of techniques used to model or illustrate the nature or structure of a situation or situation that some people want to change. PSMs are typically used by a group of people to work together (rather than individually) to reach an agreement, or at least to facilitate negotiations about what needs to change. Some of the most widely accepted PSMs include soft system approach, strategy selection and development methods, and analysis of strategic options.

Unlike some problem-solving methods, which assume that all major issues and limitations and goals representing the problem are predetermined or consistent, PSM assumes no indisputable representation of the problem.

Problem-solving methods are a family of methods with different goals and techniques, and many methods are developed independently before people begin to notice the similarities of their families. Some scientists have noted the general and distinctive features among PSM.

Eden and Akermann identified four characteristics that common problem-solving approaches are:

The method focuses on creating a "model filled with data specific to the problem situation". These causal models can be analyzed (although there are different approaches through different approaches) and the models aim to facilitate dialogue and negotiation between participants.
Search methods increase the overall productivity of team processes. Productivity involves the creation of better agreements that are likely to be implemented and achieved (as far as possible in a given situation), ideals such as rationality, communication, and procedural justice.
These approaches emphasize that facilitating effective team processes requires attention and open dialogue about power and politics within and between organizations. Power and politics can be important, especially when there are significant changes.
Methods provide techniques and skills to facilitate teamwork, and they assess whether such techniques and skills are necessary for effective meaningful, systematic modeling and participatory decision-making. Those who use PSM should pay attention to what the team facilitator calls process skills (directing people-to-people interactions through informal methods) and content skills (helping people to create adequate models of what is given).

Rosenhead has released a new list of common features of the PSM that have been developed in a way that can be described:

Find a solution that fits the individual dimension rather than finding one that works best for one dimension.
Combine hard and soft data (quantity and quality) with social judgment.
Establish a model that is as transparent as possible, which emphasizes conflict of interpretation rather than concealing the conflict behind neutral technical language.
Think of people as agents who are actively involved in the decision-making process, not passive objects to be sampled or ignored.
Facilitate the process of organizing problems from the bottom up as much as possible, and not just from the top down from the official guide.
Trying to keep choices in the face of unavoidable uncertainty is not based on deciding on forecasts for the future.