Analogy in systems management: A theoretical inquiry

Analogy is frequently treated in the systems management literature as the archetypical intuitive-complex process in which experts exercise (analogy and disanalogy) judgments in the absence of adjuvants and in which little or no opportunity for structuring is possible. Yet many influential decisions are made via analogical reasoning, and it seems desirable to probe and attempt to understand the process from a more rigorous perspective. This theoretical analysis of the intuitive and diffuse characteristics of analogical reasoning processes is the first step in a research effort intended to lead to a) understanding of common (and possibly costly) errors, pitfalls, travails, and problem-solving impediments; b) possible recommendations for improvements to organizational structures, control and coordination processes, and management information flows; and c) guidelines for a generalized analogical reasoning support framework (e.g., a handbook, a knowledge bank design, and/or even a software package/artificial intelligence program).