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AbstractThis article discusses an approach to problem structuring that seeks to recognize the significance of multiple perspectives and the richness they provide in generating politically feasible ways of resolving problems. In particular, the method—cognitive mapping and an associated computer‐based group support system—is related to the early stages of modeling situations that are characterized by feedback dynamics. Thus, the method is argued to be particularly suitable as a visual interactive modeling method, which is mutually supportive of visual interactive system dynamics modeling methods.

A large research program concerned with the contribution of operational research (OR) to the design of organizations led indirectly to an OR project concerned with constructing a man-computer interactive simulation model for a department in local government. The simulation model was to map the decision-making activities of the department and their influence on critical features of the environment which were of interest. The most difficult part of this project was the application of new methodologies for eliciting the values, norms, objectives, goals, and views of the environment in order that the model of decision-making could be constructed. The key concepts underlying the method were drawn from the psychology of personal constructs and the sociology of defining situations. The data analysis resulting from an application of these concepts led to the organization wishing to become involved in an organization development (OD) exercise. How this request evolved, the conceptual basis of the OR, and some of the repercussions of the OD work on effective OR are what the paper is about.

A review is offered of Concepts and Tools of Computer Assisted Policy Analysis, (Bossel, H. [Ed], Birkhauser Verlag, 1977), a three-volume collection of seventeen papers based on the premises that: (1) system models of societal systems 'neglect the cognitive/normative components of the real processes which dominate decision making & action,' & (2) current simulation methodology 'is not geared to the communication & analysis modes & requirements of those in applied policy analysis.' Attention is focused on: (A) foundations for policy analysis, (B) basic concepts for computer-assisted analysis, (C) tools for the analysis of object systems, & (D) the analysis of cognition in policy evaluation. This work, which is largely the product of the Instit fur Systemtechnik and Innovationsforschung (Instit for System Technology & Innovation Research) at Karlsruhe represents one of the most important contributions to the theory & practice of policy evaluation made in recent years. M. Cain.

AbstractGroup Decision and Negotiation methods can help identify optimal, or efficient, solutions to complex problems and so aid decision-makers. However, recommendations depend for their success, in part, on their political feasibility within, usually, complex organisational settings. A part of the complexity of effective implementation derives from understanding the responses of stakeholders to the proposed decisions. The responses of stakeholders can be complex because stakeholders respond not just to the decision but also to the responses of other stakeholders. When the recommendations are very important, and when the possible stakeholder responses are likely to be complex, then the use of some form of modelling ofstakeholder dynamicsis likely to be helpful. This paper proposes such a modelling process designed to aid the thinking of a decision-making team as they seek to ensure their decision is politically feasible. The modelling process is designed to facilitate effective negotiation in groups about the potential impact of stakeholder responses. The modelling process is illustrated through a real case.

Group Decision and Negotiation methods can help identify optimal, or efficient, solutions to complex problems and so aid decision-makers. However, recommendations depend for their success, in part, on their political feasibility within, usually, complex organisational settings. A part of the complexity of effective implementation derives from understanding the responses of stakeholders to the proposed decisions. The responses of stakeholders can be complex because stakeholders respond not just to the decision but also to the responses of other stakeholders. When the recommendations are very important, and when the possible stakeholder responses are likely to be complex, then the use of some form of modelling of stakeholder dynamics is likely to be helpful. This paper proposes such a modelling process designed to aid the thinking of a decision-making team as they seek to ensure their decision is politically feasible. The modelling process is designed to facilitate effective negotiation in groups about the potential impact of stakeholder responses. The modelling process is illustrated through a real case.