Decision support for organisational risk management by problem structuring

Risk management in the real world of commerce, enterprise and administratio n is problematic, not least because corporate or inter-organisational stake holders often have very different perceptions of the task at hand. Sectiona l interest and hidden agendas permeate discussions of proposals for change, and uncertainties obscure the possible effects of decisions on objectives. The embedding of risk issues within resulting micropolitical tangles prese nts a serious challenge to the development of appropriate forms of decision support. This paper reports on recent cross-disciplinary research which so ught to assess the feasibility of utilising a set of "low-tech" tools calle d Problem Structuring Methods (PSMs) in just a decision support role. Drawi ng on concepts and methods form sociology, organisation theory and operatio n research, the project adopted an action research approach to engaging wit h existing problem situations in two highly contrasting organisational sett ings. Our finds suggest that PSM-based interventions may provide an opportu nity to address practical dimensions of problem situation whilst re-negotia ting linked but otherwise unspoken agendas.