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Toward a holistic theory of strategic problem solving

journal contribution
posted on 1999-01-01, 00:00 authored by Andrew O'Loughlin, E McFadzean
To date, many of the models and theories that seek to explain problem solving and decision making, have tended to adopt an overly reductionist view of the processes involved. As a consequence, most theories and models have proved unsuitable in providing managers with a practical explanation of the dynamics that underpin problem solving. A substantial part of a manager’s time is taken up with problem solving and decision making issues. The question of whether managers possess the necessary problem solving skills, or have access to “tools”, which can be used to manage different types of problems, has become an issue of some importance for managers and organisations alike. This paper seeks to contribute to the current literature on problem solving and decision making, by presenting a conceptual model of problem solving, which is intended to assist managers in developing a more holistic framework for managing problem solving issues.

History

Journal

Team performance management

Volume

5

Issue

3

Pagination

103 - 120

Publisher

Emerald Group Publishing

Location

Bingley, England

ISSN

1352-7592

eISSN

1758-6860

Language

eng

Publication classification

C1.1 Refereed article in a scholarly journal

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