Colin Eden

Analyzing cognitive maps to help structure issues or problems

This paper discusses how cognitive maps might be analyzed for the purpose of structuring problems or issues. The paper suggests what the various analysis methods imply for an operational research practitioner when helping a client work on a ‘‘messy’’ issue or problem. � 2003 Published by Elsevier B.V.

The Challenge of Collaborative Governance

Partnerships increasingly play a major role in determining and implementing major policy drives in localities. Under-standing how they may provide value is therefore essential to understanding modern governance principles. This article describes action research aiming to develop a conceptualization of fac-tors inherent in collaborative forms and, hence, about their practicality as governance tools. Different interpreta-tions of what collaborative governance is intended to achieve are first reviewed. Two areas that seriously affect the ability of collaborations to deliver their potential, structural complexity and diversity are then reviewed. The article concludes by considering what is needed to make collaborative governance work.

Cognitive mapping expert views for policy analysis in the public sector

This paper reports the use, in the UK Home Office Prison Department, of cognitive mapping techniques for policy analysis. The methodology used has been developed to facilitate more effective management of messy problems by management teams. Here it is used for the collation, comparison and analysis of the views of many experts in relation to a major policy issue. The analysis makes use of the specially designed computer software, Decision Explorer. The paper discusses the impact of the approach and suggests general implications for the way in which policy analysis is conducted.

Managerial and organizational cognition

Interest in the field of managerial and organizational cognition has been intense over the last few years. This book explores and provides an in-depth overview of the latest developments in the area and presents answers to the questions accompanying its growth: Is the field distinctive? How does it extend our understanding of managerial processes? From different disciplinary perspectives and empirical settings, the contributors study patterns of managerial cognition. In particular, the longitudinal approach reflected in the volume contributes to its impact as a grounded, practice-based analysis of cognition in organizations.

On evaluating the performance of `wide-band' GDSS's

Many Group Decision Support Systems are designed to work within a complex organizational environment and to tackle complex strategic issues. Many have called for these systems to be evaluated in relation to clear success criteria. This paper addresses the issues that this request raises and seeks to encourage a debate about alternative research methods appropriate to such a task. Specifically the paper discusses: the purpose of the systems, the need to attend to the past and future of a group, GDSS to support negotiation towards decision-making, the significance of the consultant client relationship, the role of decision models, the duration of the intervention, and the role of a theoretical framework. A number of research methods are discussed and some of the problems in their use noted Ultimately the paper argues for more ‘action research’ rather than less of any other sort of research.

The role of feedback dynamics in disruption and delay on the nature of disruption and delay (D&D) in major projects

The idea that small disruptions and delays can cause serious consequences to the life of a major project, well beyond that which might be easily attributed to their direct impact, is well established. Nevertheless, the nature of this ‘delay and disruption’ is still not fully understood. This paper discusses some of the issues and difficulties in gaining a full understanding. In particular it presents the variety of ways in which disruptions occur, and the variety of consequences that may unfold. It also focuses attention on a number of issues that arise when ‘normal’ methods of analysis of complex projects might be used, for example, the analysis and costing of change orders and the use of network analysis. The role of dynamic feedback and the ‘portfolio effect’ is introduced, particularly with reference to project acceleration and changing productivity.

Where next for problem structuring methods

Over the past two decades three problem structuring methods have become particularly well known: soft systems methodology (SSM), strategic choice (SC), and strategic options development and analysis (SODA) (Rosenhead and Mingers, 2001). Discussion of these methods often focuses upon the differences. In order to develop an effective future for problem structuring methods, we believe it might be more appropriate to focus on their similarities. It is likely to be the similarities that have driven their success, as organizations, and managers, seek to find ways of managing complex messy problems. Indeed, other than the originators of these three methods, who are, not surprisingly, very fussy about the way in which each of the methods are used, the majority of users tend to use parts of each of the methods in a contingent manner (sometimes combining parts from one method with those from another with little regard for the theoretical underpinnings). Each of the originators has been upset at this lack of purity, which they argue shows a misunderstanding of the theoretical and practice backgrounds to the methods. If a stronger focus could be placed on similarities then it would enable potential users to understand the underlying principles and so increase the probability of more sympathetic and successful applications. Thus, it is the similarities of the underlying aspects of the methods that will break down the debate about purity, and allow a future development that derives from the wider practice.

On the nature of problems in consulting practice

OR consultants who wish to help clients with complex policy issues need to find ways of taking account of personal and illegitimate features of a clients understanding of his situation, as well as the technical features which are usually considered. This paper is an attempt to discuss the practice of operational research in ways which reflect its political complexity, rather than the techniques, which are more commonly described in the published papers and texts. The discussion leads to the suggestion that practitioners could usefully devote some energy to reflecting upon the processes used in effective problem solving.

Mapping distinctive competencies: a systemic approach

The paper discusses the role that formal modelling, both qualitative and quantitative, and the use of a group support system can play in developing strategic direction. In particular the paper focuses on the modelling of competencies as patterns and the way in which patterns often express the distinctiveness of competencies. The relationship between patterns of competencies and the goals of an organisation are explored as the basis for establishing core distinctive competencies and for developing and exploring the business model which will inform strategic direction. As an introduction the nature of strategic management is discussed, as it relates to the role of modelling competencies.

Structuring a delay and disruption claim : an application of cause-mapping and system dynamics

Abstract The idea of “Delay and Disruption” within projects is well-known and is often the subject of litigation claims. However, the term is ill-defined, and it is difficult to justify such claims within a legal process. This paper demonstrates a well-developed approach, which is a logical, transparent, auditable and sustainable means of presenting such a claim. It describes the format for a claim document that presents first the disruptive triggers, then using a formal qualitative model builds the case from the interacting effects of these triggers. Transformation of this model into a computer simulation and the ability to explore different scenarios provides the quantitative part of the claim document. Thus three elements are presented in the document: demonstration of causality, of responsibility and of a quantum for the claim. This process also provides additional benefits, including a high level of participant “buy-in”, and the basis of a model that can be used to support the claim.