Assessing the impact of problem structuring methods in multi-organizational settings: an empirical investigation

Problem structuring methods (PSMs) have most commonly been employed with groups operating within single-organizational contexts. This paper argues that PSMs are by their nature also appropriate for supporting the work of multi-organizational groups (MOGs) operating within a partnership context. An experience of the use of a PSM in this context is reported and evaluated. The research findings suggest that there is indeed scope for the use of PSMs with MOGs, and that these methods do appear to have a positive role in achieving some of the products claimed for PSM interventions. In particular, the experience as a whole tends to demonstrate that mutual accommodations between the organizations represented in the MOG can be the result of the use of PSMs. The paper concludes with a discussion of the significance of the experience, and proposes some directions for further research