Boundary games: How teams of OR practitioners explore the boundaries of intervention

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dc.contributor.authorVelez-Castiblanco, J.
dc.contributor.authorBrocklesby, J.
dc.contributor.authorMidgley, G.
dc.date.accessioned2020-12-03T19:36:19Z
dc.date.available2020-12-03T19:36:19Z
dc.date.issued2016-03-16
dc.description.abstractAn operational research (OR) practitioner designing an intervention needs to engage in a practical process for choosing methods and implementing them. When a team of OR practitioners does this, and/or clients and stakeholders are involved, the social dynamics of designing the approach can be complex. So far, hardly any theory has been provided to support our understanding of these social dynamics. To this end, our paper offers a theory of `boundary games'. It is proposed that decision making on the configuration of the OR approach is shaped by communications concerning boundary judgements. These communications involve the OR practitioners in the team (and other participants, when relevant) `setting', `following', `enhancing', `wandering outside', `challenging' and `probing' boundaries concerning the nature of the context and the methods to be used. Empirical vignettes are provided of a project where three OR practitioners with different forms of methodological expertise collaborated on an intervention to support a Regional Council in New Zealand. In deciding how to approach a problem structuring workshop where the Regional Council employees would be participants, the OR team had to negotiate their methodological boundaries in some detail. The paper demonstrates that the theory of boundary games helps to analyse and describe the shifts in thinking that take place in this kind of team decision making. A number of implications for OR practitioners are discussed, including how this theory can contribute to reflective practice and improve awareness of what is happening during communications with OR colleagues, clients and participants. (C) 2015 Elsevier B.V. and Association of European Operational Research Societies (EURO) within the International Federation of Operational Research Societies (IFORS). All rights reserved.eng
dc.identifierhttps://eafit.fundanetsuite.com/Publicaciones/ProdCientif/PublicacionFrw.aspx?id=1815
dc.identifier.doi10.1016/j.ejor.2015.08.006
dc.identifier.issn0377-2217
dc.identifier.issn1872-6860
dc.identifier.otherWOS;000370463500017
dc.identifier.otherSCOPUS;2-s2.0-84945571207
dc.identifier.urihttp://hdl.handle.net/10784/24469
dc.language.isoengeng
dc.publisherELSEVIER SCIENCE BV
dc.relation.urihttps://www.scopus.com/inward/record.uri?eid=2-s2.0-84945571207&doi=10.1016%2fj.ejor.2015.08.006&partnerID=40&md5=e93e6024a28ffe8ef0c2b2487edd237b
dc.rightshttps://v2.sherpa.ac.uk/id/publication/issn/0377-2217
dc.sourceEuropean Journal Of Operational Research
dc.subject.keywordBehavioural OReng
dc.subject.keywordBoundary gameseng
dc.subject.keywordCritical systems thinkingeng
dc.subject.keywordMultimethodologyeng
dc.subject.keywordProcess of OReng
dc.titleBoundary games: How teams of OR practitioners explore the boundaries of interventioneng
dc.typeinfo:eu-repo/semantics/articleeng
dc.typearticleeng
dc.typeinfo:eu-repo/semantics/publishedVersioneng
dc.typepublishedVersioneng
dc.type.localArtículospa

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