Toward a holistic theory of strategic problem solving

• Published in: Team performance management Vol. 5; no. 3; pp. 103 - 120
• Main Authors: O'Loughlin, Andrew, McFadzean, Elspeth
• Format: Journal Article
• Language: English
• Published: Bradford MCB UP Ltd 01.05.1999; Emerald Group Publishing Limited
• Subjects: Cognitive ability; Decision making; Decision theory; Goal setting; Information processing; Managerial skills; Paradigms; Problem solving; Strategic management; Studies; United Kingdom > UK; Strategic management; Problem solving; Models; Paradigms; Decision making
• ISSN: 1352-7592; 1758-6860
• DOI: 10.1108/13527599910279470

To date, many of the models and theories that seek to explain problem solving and decision making, have tended to adopt an overly reductionist view of the processes involved. As a consequence, most theories and models have proved unsuitable in providing managers with a practical explanation of the dynamics that underpin problem solving. A substantial part of a manager's time is taken up with problem solving and decision making issues. The question of whether managers possess the necessary problem solving skills, or have access to "tools", which can be used to manage different types of problems, has become an issue of some importance for managers and organisations alike. This paper seeks to contribute to the current literature on problem solving and decision making, by presenting a conceptual model of problem solving, which is intended to assist managers in developing a more holistic framework for managing problem solving issues.