Groups and Facilitators within Problem Structuring Processes
Abstract:
In problem structuring methods, facilitators often ask of themselves questions such as: what makes a ‘good’ problem structuring group (PSG) and indeed what does ‘good’ mean? How can group dynamics be improved and does it matter in terms of the quality of the problem structuring that that group engages in? On the surface these questions seem to be straightforward. Indeed, those who have helped facilitate many participatory workshops will think they intuitively know the answers to these questions; they can, from their professional practice, ‘feel’ which PSGs are doing well and producing novel insights and those which are functioning less well and perhaps generating something that is less imaginative and more routine as a consequence. The intuitive, practice-learned insight will depend upon a rich array of visual signals that become more obvious with experience. This paper asks whether there is value in being much more open and analytical about these questions and answers. If so, then how can we make the unwritten processes and outcomes of PSGs written? Indeed, open to whom? Finally, how much of any insights learned by facilitators should be shared with those engaged in workshops?
Bell, S. and Morse, S. 2013. Groups and facilitators within problem structuring processes. Journal of the Operational Research Society. 64, pp. 959 -972