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THE MS APPROACH 9

Figure 1.1 The MS approach

Problem
Implementation
recognition

Problem
Structuring and
Solution(s) and Definition
recommendation(s)

Modelling
and Analysis

‘scientifically’ and has asked for your help. The President has become increasingly
concerned about traffic congestion on campus and in the nearby community that
neighbours the College. There seem to be an increasing number of cars using the
campus, parking is becoming increasingly difficult especially at peak periods, there has
been a spill-over effect on the local community with more cars parked off-campus making
it difficult for local residents to go about their business or to park themselves. The
President has asked for your help in terms of what to do about the problem.

Problem Recognition

The first step is clearly to realize that a problem exists that requires a decision. This
may seem obvious – and the College President has already done this – but in a wider
management context it implies that an organization has systems in place for under-
taking monitoring and observation so that problem situations are identified at an
early a stage as possible. This implies that an organization has robust performance
monitoring and measurement systems in place at both the operational, day-to-day
level and at the strategic, long-term level. It is also worth noting that such observa-
tions will typically be undertaken by the manager in an organization – like the
College President – rather than the management scientist.
We have used the word ‘problem’ here which is standard MS terminology. Whilst
MS is typically focussed on helping solve problems – as in the case of the College
traffic levels – it is also extensively used in situations to help evaluate opportunities.
The College may be thinking, for example, of introducing a specialist MS degree
programme and wants to know which type of publicity and marketing to use – the
Internet? TV and radio? Social media? Business press?

Problem Structuring and Definition

The next stage of the MS approach is to structure the problem. This is about
ensuring that the problem is properly understood, it is placed in context and that
a clear definition of the problem to be investigated is agreed. This stage is critically
important to effective MS. Improper, or inappropriate, structuring and definition of
the problem may result in inappropriate analysis and inappropriate solutions being

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