Soft Systems Methodology
Soft Systems Methodology attempts to foster learning and appreciation
of the problem situation between a group of stakeholders rather
than set out to solve a pre-defined problem. The complexity of
many organisational/social problem situations defeats attempts
at defining a problem: in many such situations the problem is
'what is the problem?'. SSM provides a framework for tackling
such situations.
There are two main modes within SSM, real world activities
and systems thinking about the real world. Initial work involves
interviews and meetings to gain an understanding of the problem
situation, which is represented by the use of 'rich pictures'.
Systems thinking using concepts of hierarchy, communication,
control, and emergent properties are used to identify 'relevant
systems' which may provide useful insights.
These relevant systems are logically defined by constructing
'root definitions' which are then used to generate 'conceptual
models' of the selected systems. Different conceptual models
representing different viewpoints are then used as the basis
of a debate, which through an 'appreciative process' can lead
to feasible and desirable change and then to action. Soft Systems
Methodology has been developed over twenty years by Peter Checkland
of the Department of Systems at Lancaster University, and others.
Soft Systems Methodology is based on the following axioms:
- Problems do not exist independent of human beings, they are
constructs of the concerned mind, defined by individual world
view; therefore look not at the problem but at the situation.
- Interrelationship of problems = 'mess' (multiple problem
situation).
- Worldview - different (and equally valid) interpretations
of the world by each individual.
- (Corollary of 1) Solutions are also intellectual constructs
and no 'problem' exists in isolation.
- Improvements in situations are most likely through sharing
of perceptions, persuasion and debate. Analysts should be interactive/therapeutic
rather than expert.
- Analysts cannot be divorced from the problem.
CATWOE
Soft systems uses the mnemonic "CATWOE" to list
the perspectives of a situation that must to be considered:
- Customers
- Actors
- Transformation process
- Worldview
- Owner
- Environmental constraints.
Transformation is judged by the 3 Es
- Efficacy (does the means work?)
- Efficiency (Amount of output over resources used)
- Effectiveness (Meeting the longer term aim?)
Roles
The following roles are recognised explicitly:
- Client (who caused the study to take place).
- Would-be problem solver (Who wishes to do something about
the situation).
- Problem owner(s) (list, including the above).
- Checkland and Scholes (1990), Naughton (1984), Eden and Radford
(1990)
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