Problem solving and reasoning by industrial management

This study focused on the exploration of managerial problem solving and reasoning within an industrial organization. The process and content of problem solving activities of management were examined and compared to a "standard" problem solving process model.

Fifteen members of management were interviewed, and the data were interpreted using a protocol analysis procedure developed by a research team at The University of Tennessee. The results were displayed in the form of a thematic, schematic, and logical analysis for each of the cases. The thematic is a brief narrative of the subject's problem solving activities from conception to termination. The schematic is a stepwise display of decisions and actions taken in problem resolution. The logical analysis represents the reasoning structure associated with each process step.

The major conclusions of this study include:

1. The Atomize, Categorize, Thematize, Schematize/Logical Analysis (ACTS/LA) procedure is an effective means for analyzing ill-defined problems.

2. Standard decision making models do not adequately describe problem solving processes practiced by managers.

3. The structure of a managers' arguments is found in the reasons utilized to support their steps toward problem Resolution.

4. Other people involved in a problematic situation can make a considerable difference in the way a problem is consensually defined and the way a solution is approached.

5. The approach taken to solve a problem depends in part on the knowledge and experience of the problem solver as well as specific features of the problem.

Implications were cited for research and practice in the area of management training.