Abstract
This paper examines the attempts by Boothroyd to theorize about operational research; by Checkland to theorize about systems practice and by Mangham to theorize about organisational development. By drawing together their common threads and contrasting insights, it suggests some of the elements which must be present in any theories of operational research practice. In particular, it is argued that the technical, political and systemic dimensions must all be present. It concludes by suggesting that no complete theory is possible, only prescriptive fragments.
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