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Mixed-Mode Modelling: Mixing Methodologies For Organisational Intervention (Hardcover, 2001 ed.)
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Mixed-Mode Modelling: Mixing Methodologies For Organisational Intervention (Hardcover, 2001 ed.)
Series: Applied Optimization, 58
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The 1980s and 1990s have seen a growing interest in research and
practice in the use of methodologies within problem contexts
characterised by a primary focus on technology, human issues, or
power. During the last five to ten years, this has given rise to
challenges regarding the ability of a single methodology to address
all such contexts, and the consequent development of approaches
which aim to mix methodologies within a single problem situation.
This has been particularly so where the situation has called for a
mix of technological (the so-called 'hard') and human centred
(so-called 'soft') methods. The approach developed has been termed
mixed-mode modelling. The area of mixed-mode modelling is
relatively new, with the phrase being coined approximately four
years ago by Brian Lehaney in a keynote paper published at the 1996
Annual Conference of the UK Operational Research Society.
Mixed-mode modelling, as suggested above, is a new way of
considering problem situations faced by organisations. Traditional
technological approaches used in management science have suffered
criticisms relating to their adequacy in the past few decades, and
these hard approaches have been replaced by soft methods, which
consider process more relevant than outcome. However, the sole use
of human centred approaches to organisational problems has also
proved to be inadequate. Mixed-mode modelling accepts the
importance of both process and outcome, and provides enabling
mechanisms for hard and soft investigation to be undertaken."
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