Abstract
The purpose of this paper is to review the ‘assumptional analysis’ methodology developed by R. O. Mason and I. I. Mitroff. The importance of this approach is that it was primarily constructed to deal with ill-structured problems at the strategic level in social systems. The 1980s has seen systems practitioners demonstrating an increased interest in exactly this type of problem. The principles and procedures of the approach are set out, its use in three organisations described, and an assessment of its potential contribution to systems practice provided.
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