Risk management in the real world of commerce, enterprise and administration is problematic, not least because corporate or inter-organisational stakeholders often have very different perceptions of the task at hand. Sectional interests and hidden agendas permeate discussions of proposals for change, and uncertainties obscure the possible effects of decisions on objectives. The embedding of risk issues within resulting micropolitical tangles presents a serious challenge to the development of appropriate forms of decision support. This paper reports on recent cross-disciplinary research which sought to assess the feasibility of utilising a set of 'low-tech' tools called Problem Structuring Methods (PSMs) in just such a decision support role. Drawing on concepts and methods from sociology, organisation theory and operational research, the project adopted an action research approach to engaging with existing problem situations in two highly contrasting organisational settings. Our findings suggest that PSM-based interventions may provide an opportunity to address practical dimensions of problem situations whilst re-negotiating linked but otherwise unspoken agendas.