Assumptional Analysis: A Methodology for Strategic Problem Solving

The paper shows how the dialectical approach to strategic planning first suggested by Churchman C. W. can put on a more systematic and operational basis such that it can serve as a useful methodology for addressing ill-to-define, problems.

Abstract

This paper deals with the critical role that assumptions play in strategic planning and strategic problem forming. It attempts to formulate a methodology or systematic procedure for (1) uncovering (surfacing), (2) analyzing the effect, and (3) challenging key policy assumptions. The paper shows how the dialectical approach to strategic planning first suggested by Churchman (Churchman, C. W. 1971. The design of inquiring systems. Basic Books, New York; Churchman, C. W. 1968. The systems approach. Delacorte, New York.) and Mason (Mason, R. O. 1969. A dialectical approach to strategic planning. Management Sci. 15 B-403–B-414.) can put on a more systematic and operational basis such that it can serve as a useful methodology for addressing ill-structured, i.e., difficult-to-define, problems.