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dc.contributor.authorHoughton, Lukeen_US
dc.contributor.authorMetcalfe, M.en_US
dc.date.accessioned2017-04-04T19:37:00Z
dc.date.available2017-04-04T19:37:00Z
dc.date.issued2010en_US
dc.date.modified2011-01-17T05:24:56Z
dc.identifier.issn01605682en_US
dc.identifier.doi10.1057/jors.2008.188en_AU
dc.identifier.urihttp://hdl.handle.net/10072/33151
dc.description.abstractJohn 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.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.format.extent169944 bytes
dc.format.mimetypeapplication/pdf
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherPalgrave Macmillanen_US
dc.publisher.placeUnited Kingdomen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom953en_US
dc.relation.ispartofpageto963en_US
dc.relation.ispartofissue6en_AU
dc.relation.ispartofjournalJournal of the Operational Research Societyen_US
dc.relation.ispartofvolume61en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchOrganisational Planning and Managementen_US
dc.subject.fieldofresearchcode150312en_US
dc.titleSynthesis as Conception Shiftingen_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.facultyGriffith Business School, Department of International Business and Asian Studiesen_US
gro.rights.copyrightCopyright 2010 Palgrave Macmillan. This is a post-peer-review, pre-copyedit version of an article published in Journal of the Operational Research Society. The definitive publisher-authenticated version Journal of the Operational Research Society Volume 61, Issue 6, 953--963 is available online at: 10.1057/jors.2008.188en_AU
gro.date.issued2010
gro.hasfulltextFull Text


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