Mixed-Mode Modelling: Mixing Methodologies For Organisational Intervention

1. Front Matter

   Pages i-xv

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2. Mixing Methods for Organisational Intervention: Background and Current Status

   • Steve Clarke

   Pages 1-18

3. Towards a General Holistic Framework for Improving and Controlling Human Activity Systems

   • Gary Bell, Jon Warwick, Mike Kennedy, Maggie Cooper

   Pages 19-62

4. Framing: A Meta-Framework for the Use of Mixed-Mode Modelling

   • John Davies, Vicky Mabin

   Pages 63-119

5. Introducing Forecasting and Monitoring Methods to an SME: The Role of soft Systems Methodology

   • John E. Boylan, Mark A. Williams

   Pages 121-135

6. Assessment of the Value of Knowledge Transferred: A Mixed-Mode Approach

   • Krishna S. Dhir

   Pages 137-169

7. Hard Decisions, Soft Data: Localised Context-Rich Solutions to Problems of New Product Development

   • Michael Enright

   Pages 171-207

8. The Fundamentals of Yield Management

   • Ian Yeoman, Anthony Ingold

   Pages 209-227

9. Management and Wellbeing in the UK

   • Gillian Jack, Brian Lehaney

   Pages 229-257

10. The Use of Mixed-Mode Modelling in Determining Best Practice for a Business

    • Miles G. Nicholls, Barbara J. Cargill

    Pages 259-292

11. A Skill Assessment Process for Information Systems Professionals

    • M. Gordon Hunter

    Pages 293-317

12. Back Matter

    Pages 319-322

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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.

• business
• information system
• methodology
• methods
• modeling
• operational research
• organization

• School of Business, Swinburne University of Technology, Melbourne, Australia

  Miles G. Nicholls

• Department of Finance, Systems and Operations, Luton Business School, The University of Luton, Luton, UK

  Steve Clarke

• Centre for Knowledge Management, University of Luton, Luton, UK

  Brian Lehaney

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