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Developing a visioning methodology: Visioning Choices for the future of operational research

Author

Listed:
  • F O'Brien

    (University of Warwick)

  • M Meadows

    (Open University)

Abstract

This paper describes the development of a participative visioning methodology, Visioning Choices, which is placed within the family of problem structuring methods, due to a range of characteristics and attributes that are discussed. The Visioning Choices methodology was developed in an action research paradigm, and consists of a number of stages. The case study presented describes an application of the methodology to the issue of the future of operational research (OR). More than 200 individuals participated in workshops to outline a desirable future for OR. Earlier work has shown that while the majority of organizations claim to have visions, and that visions are perceived to have an important role in contributing to organizational success, visions are usually developed using informal small group processes, rather than existing formal visioning methodologies. The paper uses coherence and correspondence arguments to reflect on the methodology described, and possible future developments to address issues such facilitation style and participant numbers.

Suggested Citation

  • F O'Brien & M Meadows, 2007. "Developing a visioning methodology: Visioning Choices for the future of operational research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 58(5), pages 557-575, May.
    • Handle: RePEc:pal:jorsoc:v:58:y:2007:i:5:d:10.1057_palgrave.jors.2602259
    DOI: 10.1057/palgrave.jors.2602259
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    References listed on IDEAS

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    1. Ackoff, R. L., 1993. "Idealized design: Creative corporate visioning," Omega, Elsevier, vol. 21(4), pages 401-410, July.
    2. M Pidd, 2001. "The futures of OR," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 52(11), pages 1181-1190, November.
    3. D Shaw & M Westcombe & J Hodgkin & G Montibeller, 2004. "Problem structuring methods for large group interventions," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 55(5), pages 453-463, May.
    4. Friend, John, 1992. "New directions in software for strategic choice," European Journal of Operational Research, Elsevier, vol. 61(1-2), pages 154-164, August.
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    6. Jonathan Rosenhead, 1996. "What's the Problem? An Introduction to Problem Structuring Methods," Interfaces, INFORMS, vol. 26(6), pages 117-131, December.
    7. L White, 2002. "Size matters: large group methods and the process of operational research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 53(2), pages 149-160, February.
    8. F O'Brien & M Meadows, 2000. "Corporate visioning: a survey of UK practice," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 51(1), pages 36-44, January.
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    Cited by:

    1. Trutnevyte, Evelina & Stauffacher, Michael & Scholz, Roland W., 2011. "Supporting energy initiatives in small communities by linking visions with energy scenarios and multi-criteria assessment," Energy Policy, Elsevier, vol. 39(12), pages 7884-7895.
    2. Franco, L. Alberto & Montibeller, Gilberto, 2010. "Facilitated modelling in operational research," European Journal of Operational Research, Elsevier, vol. 205(3), pages 489-500, September.
    3. Trutnevyte, Evelina & Stauffacher, Michael & Scholz, Roland W., 2012. "Linking stakeholder visions with resource allocation scenarios and multi-criteria assessment," European Journal of Operational Research, Elsevier, vol. 219(3), pages 762-772.

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