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General morphological analysis (GMA) is a method for structuring and investigating the total set of relationships contained in multidimensional, usually non-quantifiable, problem complexes. Pioneered by Fritz Zwicky at the California Institute of Technology in the 1930s and 1940s, it relies on a constructed parameter space, linked by way of logical relationships, rather than on causal relationships and a hierarchal structure. During the past 10 years, GMA has been computerized and extended for structuring and analysing complex policy spaces, developing futures scenarios and modelling strategy alternatives. This article gives a historical and theoretical background to GMA as a problem structuring method, compares it with a number of other 'soft-OR' methods, and presents a recent application in structuring a complex policy issue. The issue involves the development of an extended producer responsibility (EPR) system in Sweden.

Causal maps are widely employed in problem-structuring interventions. They permit a rich representation of ideas, through the modelling of complex chains of argument as networks. The last stage of a problem-structuring intervention is often to identify and agree to a set of potential strategic options. In some circumstances the preferred direction may emerge naturally from a process of negotiation; in others further, more-or-less formal, analysis to evaluate the options and to understand their impacts on the goals could be helpful. Such analysis may help to bring closure to the process. The main aim of this paper is to review systematically the approaches for evaluating options following from the use of a causal map for problem structuring; some directly using the map structure, others working with concepts extracted from, or an external model derived from, the map. Following a proposed taxonomy, each approach is presented, and its advantages and disadvantages are discussed.

Recent research suggests a major role for problem structuring methods (PSMs) in the field of project management, particularly at the front-end of projects, where objectives are often unclear and where different constituencies have conflicting aims. This paper presents a case example of soft systems methodology (SSM) at the front-end of a major project within Tesco Stores Ltd. A detailed account of the intervention is given, including the results achieved and a discussion of how the methodology was used for multiple purposes within the same intervention. Within the literature, there remains a lack of detailed examples from which people can learn more about the use of PSMs in project management. By providing a detailed example of SSM in action, this paper seeks to highlight the importance of problem structuring at the front-end of projects and the potential role an approach such as SSM can play at this crucial stage.