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Synthesis as conception shifting

Author

Listed:
  • L Houghton

    (Griffith University)

  • M Metcalfe

    (University of South Australia)

Abstract

John Dewey's work inspired Simon, Churchman and Ackoff. To encourage rigorous thinking, Dewey makes the rallying cry: Synthesize don't just analyse. Operational research does analysis well. However, our understanding of its conjoint twin, synthesis, may need some more pragmatic rationalization. Synthesis, often confused with systems thinking, is thought to be a process of engagement with alternative conceptions (interpretations) of the problem domain; conceptions that suggest a different solution set. Therefore, this paper explores the proposition that operational research needs to engage more synthesis to complement its skill at analysis. Why synthesis is required, what it is and how it works is explained. Two case studies are provided to demonstrate the mechanisms of synthesis as one part of strategic thinking.

Suggested Citation

  • L Houghton & M Metcalfe, 2010. "Synthesis as conception shifting," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 61(6), pages 953-963, June.
    • Handle: RePEc:pal:jorsoc:v:61:y:2010:i:6:d:10.1057_jors.2008.188
    DOI: 10.1057/jors.2008.188
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    References listed on IDEAS

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    Cited by:

    1. Luke Houghton & Heather Stewart, 2017. "Using the ‘Engagement’ Model of Problem Solving to Assist Students in Capstone Learning," Systemic Practice and Action Research, Springer, vol. 30(5), pages 471-485, October.
    2. Luke Houghton, 2013. "Why Can't We All Just Accommodate: A Soft Systems Methodology Application on Disagreeing Stakeholders," Systems Research and Behavioral Science, Wiley Blackwell, vol. 30(4), pages 430-443, July.
    3. Luke Houghton & David Tuffley, 2015. "Towards a Methodology of Wicked Problem Exploration through Concept Shifting and Tension Point Analysis," Systems Research and Behavioral Science, Wiley Blackwell, vol. 32(3), pages 283-297, May.

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