Problem structuring methods: Taking stock and looking ahead

Problem Structuring Methods (PSMs) were developed almost 50 years ago within Operational Research (OR) to support group decision-making. Through the provision of modelling and facilitation support, PSMs are said to enable groups to develop a better understanding of a problem situation they wish to tackle, and come to agreements on how to respond to the situation. In this chapter we take stock of what we know about PSMs, first by describing their shared characteristics regarding technology and process, and then reviewing their use in practice. We also examine the evidence supporting or questioning the actual achievement of the impacts claimed to be the result of using PSMs. The chapter ends with a discussion of some areas of work that deserve critical attention for the continuing advance of PSMs as a field of practice and research within OR.Problem Structuring Methods (PSMs) were developed almost 50 years ago within OR to support group decision making. Through the provision of modelling and facilitation support, PSMs are said to enable groups develop a better understanding of a problem situation they wish to tackle, and come to agreements on how to respond to the situation. In this chapter we take stock of what we know about PSMs, first by describing their shared characteristics regarding technology and process, and then reviewing their use in practice. We also examine the evidence supporting or questioning the actual achievement of the impacts claimed to be the result of using PSMs. The chapter ends with a discussion of some areas of work that deserve critical attention for the continuing advance of PSMs as a field of practice and research within OR.