As Herbert Simon has pointed out, managers will typically opt for the easy to find solution. This may make them more efficient with certain decisions, but it can also be problematic.

Typically, problems with a moral component are rather complex; not just in terms of items to deal with, but also in terms of emotions, social dimensions, liabilities, expectations, etc. those who are facing such problems sometimes see only a partial picture of the situation at hand and make decision based on that partial picture.
The MPSA offers, on the basis of a kind of checklist, the possibility to reach a much more complete picture. In a workshop, the participants are confronted with a case, taken from their own context. They are then asked to form small groups and first complete the checklist individually, after which they discuss what they have written in their own group (there is a strong group learning element). At the end of the workshop, the groups present their analyses of the case. The participants learn that a case which appeared relatively simple at first can be understood and dealt with in so very different ways, and they see the value of that variety and of learning from and with each other