Abstract
Differences in system boundaries and problem framings are unavoidable in multi-organisational decision-making. Unstructured problems, such as the grand challenges, are characterised by the existence of multiple actors with different perspectives and conflicting interests, and they require a coordinated effort from multiple organisations. Within this context, this paper aims to understand stakeholders’ perceptions of system boundaries and problem framings, and their potential effects on decision-making by systematically comparing different stakeholder groups’ causal maps around the same shared concern. Bridging notions from Operational Research, System Dynamics and Organisational Studies, the comparison is based on a novel type of thematic analysis of Causal Loop Diagrams (CLDs) built with each stakeholder group on their perceptions of a given system. The proposed integrated approach combines qualitative with quantitative analysis, such as the centrality of the variables and the structure of the CLDs. Such CLDs comparison provides an intuitive way to visualise differences and similarities of the thematic clusters of variables, underlining factors influencing the shared concern. This could be considered a starting point for more shared understanding as well as more integrated holistic perceptions of the system and, consequently, a more systemic decision-making. Furthermore, for the sake of replicability, this paper also presents a qualitative participatory System Dynamics modelling process aimed to define the key aspects of a problem for each group of stakeholders to support a collaborative multi-organisational decision-making process. The research is based on the activities carried out for an urban regeneration case study in Thamesmead, London, United Kingdom.
Highlights
Scholars increasingly encourage research tackling grand challenges, namely formulations of global problems that can be plausibly addressed through collaborative effort (Ferraro, Etzion & Gehman, 2015)
In settings where multiple actors need to interact to tackle a complex issue, differences in perceptions of system boundaries may impact the effectiveness of collaborative decision-making
Each stakeholder sees a certain system from their own point of view and with a narrow system boundary, fails to detect unintended consequences that others might be aware of, and only consider solutions within the perceived system
Summary
Scholars increasingly encourage research tackling grand challenges, namely formulations of global problems that can be plausibly addressed through collaborative effort (Ferraro, Etzion & Gehman, 2015). The most widely adopted grand challenges are those related to the Sustainable Development Goals of the United Nations. By their very nature, sustainability challenges require coordinated and sustained effort from diverse stakeholders and organisations to pursue the adoption of less conventional approaches to tackle large problems (George et al, 2016). Sustainability challenges require coordinated and sustained effort from diverse stakeholders and organisations to pursue the adoption of less conventional approaches to tackle large problems (George et al, 2016) Unstructured problems, such as environmental ones, are characterised by the existence of multiple actors, various perspectives, important intangibles, and key uncertainties (Rosenhead & Mingers, 2000). It is important to consider the complexity of multi-level and multi-organisational decision-making contexts, in which stakeholders and decision-makers with different, and often conflictual, understanding, objectives and values are required to work together to achieve sustainable targets
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