The implementation of operations research/management science modeling techniques

The problem of integrating operation research/management science (OR/MS) modeling techniques into the decision-making process of managers is widely acknowledged. Many of the reasons for failure to implement are associated with an inability to establish an effective interface between the manager and analyst. The author describes models for structuring the manager/analyst interface in a manner that 1) impacts the initial phases of problem solving, 2) better achieves a `mutual understanding,´ 3) increases explicit involvement, and 4) remains compatible with the constraints associated with managerial work. It is felt these models provide a foundation for an interaction methodology capable of increasing the usage of OR/MS modeling techniques.