Complex socio-organisational phenomena and ill-defined problem spaces: a multi-method approach to the rescue

Abstract

This paper reports on a multi-method (also referred to as mixed method) approach for studying complex socio-organisational phenomena where the problem space is ill-defined, and its utility in providing meaningful decision support to a branch within a military headquarters. The study comprised two phases: diagnostic (I) and intervention (II). The Phase I instruments were an organisation and team effectiveness survey and workforce modelling. Phase II involved a series of workshops situated in sensemaking and complexity theory. Combining the modelling results with qualitative and quantitative data provided by the survey resulted in: capitalisation on the strengths of individual methods while compensating for their weaknesses, a better delineation of issues and understanding of the branch processes, and provision of a solid foundation for design of the intervention workshops. This research design integrates multiple organisational measures to develop instruments suitable for application in other settings where problem definitions are nebulous.

Keywords:

• multi-method research
• military
• organisational study
• problem definition
• complex environment

Notes

1 These outputs include predicted work-backlogs for teams and decision makers (see Fig. 7 for an example), work breakdown comparisons (see Fig. 8 for an example) and various risk measures (due to security sensitivities, we do not provide examples).