Choosing and Combining Problem Structuring Methods in Practice

When OR practitioners address complex strategic issues with organizations, they often combine problem structuring methods (PSMs) such as soft systems methodology with other methods. It has been argued that this mixing of methods, or multi-methodology, is needed to address dynamic, multi-dimensional and uncertain problem situations across different intervention phases, and to enhance and corroborate findings. However, empirical evidence of how analysts make method decisions and of the effectiveness of multi-methodological practice across methods and interventions appears to be limited. In this presentation I shall review preliminary results from current research into how PSMs and other methods are and could be chosen and combined by practitioners in order to benefit from multi-methodology. First, I shall review results from a literature review exploring its prevalence, forms and theoretical frameworks. Second, I shall describe an ongoing empirical exploration of the use and effectiveness of multi-methodology across multiple practitioners and decision support interventions using questionnaires, semi-structured interviews, workshops and secondary data review. I shall conclude by using theoretical guidance and practical insights to propose future directions for research into the practice of PSMs.