Toward a holistic theory of strategic problem solving
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 d...
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| Published in | Team performance management Vol. 5; no. 3; pp. 103 - 120 |
|---|---|
| Main Authors | , |
| Format | Journal Article |
| Language | English |
| Published |
Bradford
MCB UP Ltd
01.05.1999
Emerald Group Publishing Limited |
| Subjects | |
| Online Access | Get full text |
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| Abstract | 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. |
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| AbstractList | 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 managers 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. 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. The problem solving and decision making processes are clearly influenced by the type of problem to be solved, as well as individual, group and organizational characteristics. Historically, however, managers and researchers have tended to focus on reductionist explanations of how people solve problems and make decisions. This paper has sought to illustrate some of the reasons why a more holistic approach may be more appropriate, as well as beneficial for both organizations and managers during problem solving. |
| Author | McFadzean, Elspeth O'Loughlin, Andrew |
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| SubjectTerms | Cognitive ability Decision making Decision theory Goal setting Information processing Managerial skills Paradigms Problem solving Strategic management Studies |
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| Title | Toward a holistic theory of strategic problem solving |
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