Problem structuring methods (PSM) include  SODA, SSM ( soft systems methods), the strategic choice approach, robustness analysis and Drama theory .

SODA ( strategic Options Development and Analysis ):

• is in tune with procedural rationality i.e helps group decision making by providing structure to the process involved so that those who must take responsibility for the consequences of choices do so on a coherent basis. 
•  is a tool to help manage the process by which a team arrives at a consensus about,  as well as " emotional and cognitive commitment"  to strategic action.  
•  offers a subjective analysis ( in mapping thought process) of the problem it enables  personal  experiences to shape the actions taken to address the problem.  
• It's success is based on the fact that it enables people to explain their action within the organisation  and feel confident that they are taking the most appropriate action . 

SODA's key technique is cognitive mapping:

• visualises the way a person is thinking about a  given topic in the way of a map. "  mapping a person's thinking" 
•  uses the fact that when "managers talk about an issue and what should be done about it, they use language which is designed to argue why the world is like it is and how it might be changed "
• establish options & get a consensus 

In SODA the cognitive map of each member is merged to form an aggregated map called a "strategic map".The aim: produce a strategic device to promote psychological negotiations  amongst team members.So that;

1. a definition of the problem can be established 
2. the initial model building with clients aims to help them thru self-reflection and gentle negotiation with the consultant, change their mind( w/o them feeling compromised ) about the nature of the problem 
3.  Map is  used as a device to facilitate the negotiation-create enough about nature of pb that they are committed to finding a portfolio of actions ( strategy).
4. Group negotiations approach i.e. based on international conciliation- gain agreement to enough group ownership of  the pb definition ( the group map) 
5. then move to using the group map as a way of encouraging the development of new options  ( or portfolios/ systems of options ) on which politically feasible agreement can be reached rather than fighting over " old options "

Involves;

1. recruiting participants & having 1st discussion of the problem/situation
2. an interview w/ each participant to id concepts and ideas of the pb-tape recorder
3. transcribing tapes into provisional cognitive maps
4. 2nd interview to amend/confirm maps
5. merging individual maps into a strategic map and runnung a group workshop that uses the strategic map as an agenda
6. rule- individual maps to strategic maps using richer of two simikar formulations

Brings perspective & expertise to understanding the problem

shared undertanding helps build commitment

understanding may help with real conflicts of interest and dissolve apparent ones

Maps help communicate ideas to others outside the original process 

takes time & money-for big one off pbs

needs competent facilitator

hard to select a manageable number (10) when there are stakeholders

Dpds on willingness of participants & concern for wider objectives  than strict personal intetest

may expose latent conflicts & may not help resolve them

Professional & organisational hierarchi can impede the process

It may be manipulated by powerful or adept stakeholders

Steo from shared underst to shared commitment to action is a large one

Qualitative techn no help with quantitative questions