The Implications of Cognitive-style Findings for Operational Research

Cognitive style refers to differences that can be perceived in individuals due to differing cognitive structures. There has been a large amount of research on how cognitive style affects managerial decision-making, particularly in the context of management information systems, but little or no attempt to relate these findings to operational research. This paper reviews the findings of cognitive-style research from the perspective of operational research, and draws a number of useful inferences concerning the matching of OR aids to managers, the presentation of information and recommendations, the use and acceptance of OR, and the structure of OR groups. Further, it is argued that cognitive-style findings help to give a justification to the move towards ‘soft’ approaches to analysis.