1. ¹Aston Business School, Aston Triangle, Birmingham, UK
2. ²Attivation Consulting, Lancaster, UK
3. ³Stirling University, Stirling, Scotland
4. ⁴Kingston Business School, London, UK

Correspondence: D Shaw, Aston Business School, Aston Triangle, Birmingham B4 7ET, UK. E-mail: d.a.shaw@aston.ac.uk

Received June 2003; Accepted December 2003.

Abstract

Problem structuring methods (PSMs) aim to build shared understanding in a group of decision makers. This shared understanding is used as a basis for them to negotiate an agreed action plan that they are prepared to help implement. Engaging in a social process of negotiation with a large number of people is difficult, and so PSMs have typically focused on small groups of less than 20. This paper explores the legitimacy of deploying PSMs in large groups of people (50–1000), where the aim is to negotiate action and build commitment to its implementation. We review the difficulties of facilitating large groups with PSMs, drawing heavily on our experience of working with over 25 large groups. We offer a range of lessons learned and suggest concrete approaches to facilitating large groups to achieve the objectives of PSMs. This paper contributes to the evaluation and development of PSMs.