Preface
If you study IEM at the University of Twente, you will keep hearing about the Managerial Problem-Solving Method (MPSM). This post is a practical introduction to the method and why it works as a scaffold for real, messy “managerial problems”. The method was developed at UT and is taught by Dr. Hans Heerkens, who co-authored the book with Arnold van Winden.
“This book focusses on the Managerial Problem-Solving Method (MPSM), a tried and true problem-solving method which can be applied to various problems occurring in a multitude of situations in all subject areas.” (Heerkens & Van Winden, 2021, p. 3)
What makes this approach particularly relevant for IEM students is its demonstrated practical applicability:
“The MPSM has helped a waste management company solve an issue with working hours which did not fit with garbage truck routes; mathematics alone was not enough to solve this logistical puzzle. MPSM’s consistent approach helped make an airport better suited to certain types of aircraft. It has improved productivity of packaging machines. The MPSM can be used anywhere, anytime.” (Heerkens & Van Winden, 2021, p. 13)
Method or Methodology? Filling a Critical Gap
Heerkens and Van Winden position MPSM uniquely in the methodological literature. They identify a fundamental gap between two separate traditions:
“Most books on methodology are concerned with research methodology, which centres on how to acquire knowledge and information. A minority of methodological literature is concerned with designing, with solving practical problems. In this book on the MPSM, research and design go hand in hand.” (Heerkens & Van Winden, 2021, p. 15)
This distinction is crucial. While the authors refer to MPSM as both “method” and “problem-solving approach,” they’re actually presenting something closer to a methodology in the formal sense—a systematic set of principles that guides the application of various methods and tools.
The book explicitly addresses this positioning:
“The MPSM is one of several systematic problem-solving approaches. Developed by the University of Twente, the MPSM is based on several different problem solving methods.” (Heerkens & Van Winden, 2021, p. 12)
What they’ve created is a meta-framework that integrates existing tools. As they note:
“The phases of the MPSM are the basis for you own problem solving approach. You should look at this approach as a framework, a grid for you to fill in as you want. Each of the phases allows you to use different models, techniques and methods to your hearts content.” (Heerkens & Van Winden, 2021, p. 14)
This is methodology, not just method—it’s a systematic approach for selecting and applying methods appropriate to your specific problem context.
The Bridge Between Knowing and Doing
The authors emphasize that their key contribution is bridging the research-design divide:
“The goal of nearly all research is to contribute to resolving a situation you are unhappy with. In order to come to grips with a problem, you need knowledge. In order to get knowledge, you conduct research; you investigate. Using existing literature, you can certainly go some way when it comes to researching or designing solutions. But getting the two to mesh can be quite a hassle.” (Heerkens & Van Winden, 2021, p. 15)
The MPSM solves this by integrating an eight-phase research cycle directly into the problem-solving framework. You move fluidly between action problems (situations you want to change) and knowledge problems (information you need to acquire).
Introduction
Ever felt overwhelmed when tackling a complex problem at work or in your studies? Whether it’s declining productivity, outdated machinery, or low employee motivation, managerial problems can feel like tangled webs with no clear starting point.
The beauty of MPSM lies in its balance between systematic thinking and creative freedom:
“The Managerial Problem-Solving Method allows you to embark on necessary creative jaunts within the systematic approach to a problem. These excursions are a requirement for reaching quality solutions.” (Heerkens & Van Winden, 2021, p. 16)
The Core Philosophy: Problems as Analytical Concepts
MPSM treats problems analytically rather than emotionally:
“Solving a managerial problem does not involve feelings of sadness, or other emotions for that matter. It is simply to do with not liking or not knowing something.” (Heerkens & Van Winden, 2021, p. 21)
There are two fundamental types:
- Action problems: “A discrepancy between the norm and the reality, as perceived by the problem owner” (Heerkens & Van Winden, 2021, p. 22)
- Knowledge problems: “A description of the research population, the variables and, if necessary, the relations that need to be investigated” (Heerkens & Van Winden, 2021, p. 23)
The Language of Variables
A distinctive feature of MPSM is its insistence on expressing everything through variables:
“Using the MPSM, reality is expressed in variables – and variables only. Formulating these variables carefully allows you to establish inconsistencies in your analyses quite easily.” (Heerkens & Van Winden, 2021, p. 13)
The rationale is clear:
“If you cannot express something in terms of variables, then it cannot contribute to a solution… nor can it be a problem.” (Heerkens & Van Winden, 2021, p. 14)
This discipline forces concrete thinking. Instead of “motivation is low,” you must specify: “Average motivation score is 5/10, target is 8/10, measured by absenteeism rates and willingness to work overtime.”
The Seven Phases of MPSM
The methodology guides you through seven phases, with flexibility to iterate:
Phase 1: Defining the Problem
Create a problem cluster—a visual map showing causal relationships between problems. Then identify the core problem: the issue whose solution will have the greatest impact.
Key principles:
- Start with “quick and dirty” inventory of problems
- Only include problems you’re certain exist
- Follow cause-effect chains to find root causes
- Choose problems you can actually influence
Phase 2: Formulating Your Approach
Plan using D3: Do, Discover, Decide:
- Do: Activities that need performing
- Discover: Information you need to acquire
- Decide: Options among which you must choose
Map stakeholders (problem owners, victims, helpers), resources needed, and constraints.
Phase 3: Analyzing the Problem
Dig deep through research:
“During the problem analysis phase, you conduct research because you need more information. You review your problem identification and problem cluster. You fill in the missing details. You look for as yet unknown explanations for your problem.” (Heerkens & Van Winden, 2021, p. 69)
Critical advice:
“In your quest for explanations of problems, do not feel you should untangle every single little detail. There is no point in conducting research for the sake of having conducted research.” (Heerkens & Van Winden, 2021, p. 65)
Phase 4: Formulating Alternative Solutions
Generate and systematically evaluate options through seven steps:
- Define the decision
- Define the decision-making process
- Establish criteria
- Scale criteria (e.g., 1-5 points)
- Weight criteria by importance
- Generate alternatives (brainstorming, synectics, morphology)
- Evaluate attractiveness
The MoSCoW Rules help prioritize requirements (Heerkens & Van Winden, 2021, p. 82):
- Must have (non-negotiable)
- Should have (important but not critical)
- Could have (nice to have)
- Want but Will not have this time
Phase 5: Choosing a Solution
Typically the client’s prerogative, not the advisor’s. The authors acknowledge:
“‘No authority without responsibility’: Wisdom fit for framing on a boardroom wall. The advisor dots all i’s and crosses all t’s to arrive at the best possible option. The decision-maker can take that information on board, but will also look further.” (Heerkens & Van Winden, 2021, p. 93)
Decision-makers may deviate from recommendations due to strategic context, risk assessment, or political considerations—and that’s not necessarily wrong.
Phase 6: Implementing the Solution
Create detailed implementation plans covering:
- Step-by-step activities with responsibilities and costs
- Change management strategies (top-down, bottom-up, or hybrid)
- Communication plans
- Systems for monitoring progress
Key principle:
“Be systematic. Provide sufficient detail for each measure, and perform progress checks according to a system of control.” (Heerkens & Van Winden, 2021, p. 105)
Phase 7: Evaluating the Solution
Often the most resisted phase, yet crucial. The authors note the challenge:
“Users or decision-makers will rarely be the ones asking for an evaluation. They tend not to see any point in it. Or they are not interested in its outcome. Evaluating scores low on the scale of priorities.” (Heerkens & Van Winden, 2021, p. 111)
Two evaluation types:
- Summative: Did we meet our goals?
- Formative: Why did results occur as they did?
The Research Cycle: Integrated Knowledge Acquisition
Throughout MPSM, you frequently need to solve knowledge problems via the eight-phase research cycle:
- Formulate research goal
- Formulate problem statement (as a question!)
- Formulate research questions
- Design research approach
- Operationalize variables (make measurable via indicators)
- Gather data
- Process and analyze data
- Draw conclusions
The integration is seamless:
“When dealing with an action problem, you always need a certain amount of knowledge. As soon as you find that there is information you need and do not already have, you move away from the MPSM, and enter the research cycle. Once you have completed the cycle (and your investigation), you re-enter the MPSM at the phase from which you left off.” (Heerkens & Van Winden, 2021, p. 26)
Real-World Application: The Lock Plastic Production Case
Chapter 3 presents a detailed case study following a trouble-shooter’s log through all seven phases. The company faces losses due to aging machinery causing production stagnation. The process reveals:
- Initial problem cluster identifying multiple interconnected issues
- Research discovering material hardness affects cutting stage failures
- Multiple solution alternatives (new machines, refurbishment, outsourcing)
- Board choosing outsourcing despite advisor recommending new machines
- Successful implementation with lessons about flexibility
This case illustrates how real-world problem-solving rarely follows a linear path and requires adapting to organizational realities.
Critical Perspective: What MPSM Is and Isn’t
The authors are refreshingly honest about their contribution:
“As you read, you will find that much of what is discussed in this book is based on existing knowledge. Not all of the individual parts of the MPSM are brand new. This book is a way of combining theories and methods into a practical reference work for dealing with all sorts of managerial problems, from the seemingly easy to the truly complex.” (Heerkens & Van Winden, 2021, p. 3)
They don’t claim revolutionary innovation. Instead, they offer integration and systematization—making existing knowledge accessible and actionable. This is the mark of good methodology: not inventing new tools, but providing a framework for applying the right tools at the right time.
The book explicitly avoids deep philosophical justification:
“This book does not go into a scientific or philosophical justification of the method. The MPSM’s usefulness and underlying logic become apparent to the reader without discussing theories posed by other authors.” (Heerkens & Van Winden, 2021, p. 3)
This pragmatic stance makes the book highly accessible to students and practitioners, though academics might wish for more theoretical grounding.
Why MPSM Matters for IEM Students
The methodology addresses the core challenge of Industrial Engineering and Management: bridging technical analysis with organizational reality. Engineers are trained to optimize; managers must also consider people, politics, and context. MPSM provides structured flexibility for navigating this complexity.
Key benefits:
- Applicable across domains: Works for logistics, production, organizational design, and strategy
- Balances rigor with pragmatism: Systematic without being rigid
- Integrates analysis and action: Doesn’t separate knowing from doing
- Teachable and learnable: Clear phases without requiring extensive prerequisites
- Context-aware: Recognizes organizational realities
Conclusion
The Managerial Problem-Solving Method represents a mature, well-integrated methodology for tackling complex organizational problems. While it doesn’t break revolutionary new ground, its value lies in systematizing best practices and bridging the research-design divide that plagues much methodological literature.
For IEM students, MPSM provides a reliable scaffold for approaching unfamiliar problems. It won’t solve problems for you, but it will help you solve them systematically while preserving space for creativity and contextual judgment.
As the authors remind us:
“The key is to stay flexible, involve the right people, and remember: ‘Problems are only opportunities in work clothes’ (Henry J. Kaiser).” (adapted from Heerkens & Van Winden, 2021, p. 21)
Whether you’re optimizing production lines, redesigning organizations, or analyzing supply chains, MPSM offers a tested framework for getting from “We have a problem” to “Problem solved.”