A multiple perspectives approach to organizational problem formulation: Two case studies

This research compared three methods of incorporating multiple perspectives into collective models: aggregate mapping, congregate mapping, and workshop mapping using cognitive mapping and system dynamics modeling and applied them to formulate messy problem situations in two case studies: a Vietnamese firm (Study 1) and Houston's infrastructure decision making system (Study 2). Comparison of derived models was based on objective measures (map complexity, information sharing, and map distance ratios) and subjective measures (problem representation, solution implications, and stakeholder or multiple perspective implication). Models were evaluated by the subjects and some independent people.; The results suggest that the aggregate method works well at the group level, whereas the congregate method is more suited for the organizational level. The results also indicate that the workshop method was best at promoting knowledge sharing. This suggests that the workshop method can be used in combination with aggregate mapping or congregate mapping to improve the collective mapping process.; In both cases, I found that the problems were perceived differently by different groups of stakeholders and that the problems did not come from a single source but rather an interaction of many complex problems. Consistent with the literature, I found that individuals' mental models of the problem situation were often incomplete and that decision makers were prone to be biased when using their single perspectives to generate solutions. Evaluative feedback from the participants indicates that the organizational models built on multiple perspectives offered a more complete picture of the problem situation and therefore they might create a ground for better resolutions for the problem.; A system dynamics model was developed for Study 2. The model was helpful in terms of helping with strategy formulation because it was able to generate sensible patterns of behaviors of the system. The result suggests an interesting implication: decision makers may be overly attracted to alternatives that improve the system performance in the short run, but do not optimize over the long run. The case also has shown that a system dynamics simulation incorporating the multiple perspectives concept can be a useful tool for decision making, particularly in infrastructure systems.