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Synthesis as conception shifting / L. Houghton in Journal of the operational research society (JORS), Vol. 61 N° 6 (Juin 2010) 

Public ISBD [article]  in Journal of the operational research society (JORS) > Vol. 61 N° 6 (Juin 2010) . - pp. 953–963 Titre : Synthesis as conception shifting Type de document : texte imprimé Auteurs : L. Houghton, Auteur ; Metcalfe, M., Auteur Année de publication : 2011 Article en page(s) : pp. 953–963 Note générale : Recherche opérationnelle Langues : Anglais (eng) Mots-clés : Synthesis  Systems  thinking  Shifting  concepts  Case  studies Index. décimale : 001.424 Résumé : 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. DEWEY : 001.424 ISSN : 0361-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v61/n6/abs/jors2008188a.html [article] Synthesis as conception shifting [texte imprimé] / L. Houghton, Auteur ; Metcalfe, M., Auteur . - 2011 . - pp. 953–963. Recherche opérationnelle Langues : Anglais (eng) in Journal of the operational research society (JORS) > Vol. 61 N° 6 (Juin 2010) . - pp. 953–963 Mots-clés : Synthesis  Systems  thinking  Shifting  concepts  Case  studies Index. décimale : 001.424 Résumé : 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. DEWEY : 001.424 ISSN : 0361-5682 En ligne : http://www.palgrave-journals.com/jors/journal/v61/n6/abs/jors2008188a.html