对软系统方法论的一点思考

首先分析了切克兰德的系统思想及其在软系统方法论逻辑步骤中的体现以及软系统方法论建模的关键;然后在此基础上,提出了切氏软系统方法论主要是处理硬人类活动系统问题的方法论的观点;最后给出了处理软人类活动系统问题的利益协调软系统方法论的设想。     

系统方法论研究的现状分析与展望

对目前系统方法论的研究进行分类：硬系统方法论、软系统方法论和批评性系统方法论，分析了不同系统方法的哲学思想、方法步骤及其局限性，探讨了未来系统方法论发展的形式。     

管理信息大系统分析与设计的一个新方法

本文将ＣｈｅｃｋｌａｎｄＰ．Ｂ．的软系统方法论与ＨａｌＡ．Ｄ．的硬系统方法论有机结合起来，提出一种管理信息大系统的“软系统分析／硬系统设计”方法，同时通过一个地方政府宏观经济管理信息系统的实践说明方法的应用．     

解决不确定问题情境的系统方法论及其反思

解决由人参与的不确定问题情境是当代系统方法论应用研究的主要方向。硬系统方法论采用功能主义整体优化的分析手段来解决目标明确的复杂技术问题,忽视了关于人的价值观和世界观等因素。软系统方法论采用诠释主义的范式来探询和改善问题情境,在处理组织内部关于权力不对等和价值观对立的问题情境时遇到很大挑战。批判系统思想融合了哈贝马斯的三种理性,其中创造性整体论提出了根据不同问题情境采用相适应的系统方法论来解决问题的研究进路。     

从系统方法论看多准则决策的软化

系统方法论与决策范式之间存在对应关系。从系统方法论看,多准则决策属于硬系统方法论,但回顾其发展历程,却能发现其软化的趋势,它已具备了软系统方法论的某些哲学理念和特点,但又与软系统方法论有本质的不同。面对人类活动系统的管理复杂性,硬系统方法论与软系统方法论具有互补性,从多准则决策走向复杂决策,需要软系统方法论的补充。     

系统方法论的发展及其内在动因分析

在分析“硬”、“软”两类系统方法论建立特点的基础上,探讨了多系统方法论兴起的背景以及整合类系统方法论对上述两类系统方法论提升。指出这种提升的内在动因有3个:复杂性认知动因、系统思想发展的认知动因和文化认知动因,从而为认识新系统方法论提供新的视角,并为理解目前系统方法论的快速发展原因提供了一种解释。     

软系统方法论与软科学哲学

软系统方法论是一个非常重要的学科,它与科学哲学相互影响、相互作用和相互促进。本文着重分析软系统方法论的哲学基础,以及从硬系统方法论到软系统方法论的哲学基础的变迁,认为硬 / 软系统方法论之间的关系及其在科学哲学中的表现是互斥互补的关系。软科学哲学一词是库恩在《结构后的路》(2000)一书中提出来的。在我国研究和发展软系统方法论和软科学哲学是十分必要的。     

系统策划及其元方法论

本文提出用“系统策划”比“策划”为好。系统策划连同系统分析和系统实施构成系统工程的总体内容，可形成系统工程的一个施进式三角循环（俗称“金三角”）。文中提出方法论概念。即指能科学地产生方法论的方法论。在系统策划中，可以采用两种元方法论，即自组织系统方法论和旋进式系统方法论，借以科学地产生出新 方法论，从而提高系统策划的水平。     

两过程软系统方法论与广东省产业结构研究

本文提出了一种用于产业结构这类大规模人类活动系统问题的、分别考虑“结构”与“过程”元素的两过程软系统方法论, 并将之用于广东省产业结构的研究中。     

关于物理-事理-人理系统方法的事理之方法论库

介绍了Ｃｈｅｃｋｌａｎｄ与Ｄ．Ｈ．ＭｃＮｅｉｌ对系统方法论的分类及Ｊａｃｋｓｏｎ与Ｆｌｏｏｄ所述的关于系统方法论的分类,并给出了物理－事理－人理系统方法论中关于方法的分类原则及分类原因,最后给出了物理－事理－人理系统方法论分类表。     

Soft Systems Methodology and Systems Maintenance

Business systems maintenance represents a large proportion of the work of IT staff in most organizations. Many methodologies relevant to IT concentrate on systems development and give little attention to systems maintenance. In this paper we discuss the relevance and benefits of the Soft Systems Methodology (SSM) to systems maintenance. Payroll administration is then used to provide an outline illustration of the use of SSM for systems maintenance projects. Aspects of the use of SSM for systems maintenance projects are also discussed.     

The Use of Soft Systems Methodology to Enhance Group Creativity

Soft Systems Methodology is especially useful in diagnosing and addressing organizational problems and designing new systems in cultures that are characterised by pluralistic views and values. This paper demonstrates how SSM workshops in a large government agency resulted in a high level of creativity. SSM is then proposed as a methodology that could enhance group creativity in organizational design contexts.     

Two Strands Model of the Soft System Methodology Analysis of Private Sector Investment in Power Generation Sector in Ghana

The paper analyses the causes of low private sector investment (PSI) in power generation (PG) infrastructure in Ghana. Series of interviews and stakeholders’ workshops were employed for data collection and validation of findings. The Two Strands Model of the Soft Systems Methodology (SSM) was adopted to define and resolve the problem situation. However, the SSM approach manifested some inherent weaknesses in the areas of the listing and selecting the relevant sector concerns and designing the human activity systems. Consequently, Systems Thinking tool, Causal Loop Diagram was introduced to scientifically identify the fundamental causes of the limited PSI in PG. The paper, therefore, proposes some methodological improvements in the SSM in this regard. Human activity models as well as guidelines were developed to address the fundamental causes of the sparse private investment in PG in Ghana.     

The Emergent Properties of SSM in Use: A Symposium by Reflective Practitioners

Two careers, in industry and in university teaching at postgraduate level, have led to the development of Soft Systems Methodology (SSM) in a 30-year program of action research. The most cogent comments on SSM come from reflective practitioners, and in this symposium I have asked eight such users of SSM to reflect on their experience and to address the question of what it is that happens when the approach is used in real-world problem situations. Their responses reflect their different backgrounds, experience, and ways of working, but a broad general picture emerges. This suggests that SSM (whose process does not necessarily have to be made explicit to participants in a study) can engender a process of on-going (cyclic) coherent structured learning which feels natural, and which can surface previously unexamined assumptions, thus creating an arena in which accommodations can emerge which enable and motivate "action to improve" to be taken.     

A Conceptual Framework Based on Maturana’s Ontology of the Observer to Explore the Checkland’s Soft Systems Methodology

This paper explores Checkland’s Soft Systems Methodology (SSM) through the lenses of a theoretical framework that incorporates key concepts from Maturana’s Ontology of the Observer (OoO) with the view of complementing Checkland’s SSM application process. We outline and examine paradigmatic compatibility between: Checkland’s ontological position (reality is problematic/chaotic) together with his interpretivist epistemology (multiple perceptions enrich the ever-changing reality); and Maturana’s OoO (we are immersed in the praxis of living in an ontological multi-universe). We argue that OoO resonates with key SSM theoretical underpinnings. After establishing compatibility between these two influential systems thinkers, we advance a conceptual framework in which Checkland’s SSM learning process is re-visited through a the framework grounded on Maturana’s OoO. The proposed framework illustrates how key ideas drawn from Maturana’s OoO can shed light into the way in which some of the main SSM devices (i.e.: Root definitions, Conceptual model) are used in the SSM process. By doing that, SSM is enriched and becomes more flexible as the stakeholders involved are placed within the domain of constitutive ontologies from which, a deeper dialogue can be promoted in a domain of coexistence in mutual acceptance. We argue that this is a suitable way to have more flexible and holistic views for a SSM intervention in particular to promote the learning process and debating proposed changes amongst the stakeholders involved. The proposed framework, when applied, may enhance the power of SSM learning process and when adopted can have substantial implications to complement the SSM process.

     

Managerial Effectiveness from a System Theoretical Point of View

This paper defines managerial effectiveness as the ability to answer three questions: (1) Given sparse knowledge of a problematic situation, how is it possible to extract information from it?; (2) If such information can indeed be extracted, how can it be structured in a way which enables rigorous problem definition?; and (3) If a problem can indeed be defined rigorously, how can this definition be used to inform a systemic approach toward resolution? Managerial effectiveness, in other words, is understood as the ability to make systemic decisions in the absence of clear facts. A configuration of Soft Systems Methodology (SSM) is presented, and it is argued that this configuration addresses the three questions and facilitates useful and practical systemic results in the face of partial information. Overall, the paper provides a theoretical basis for discussing managerial effectiveness, a decision making model which renders the theory operational, a teaching and training tool for disseminating SSM, and a blueprint from which to begin considering software support for the methodology.     

论SSM中的文化问询

SSM（软系统方法论，Soft Systems Methodology）是指英国系统管理学家切克兰德教授提出的一个旨在改善问题情境（Problem Situadon）的学习过程，此过程是反复进行的。SSM与其它分析方法最大的不同就在于此方法在进行逻辑分析的同时也引入了文化问询（Cultural Inquiry）。因此本文主要就文化问询之于问题情境、文化问询中的“文化”和文化问询的“三项分析”及其作用这三点进行分析。     

From East to West- Has the Twain Met? Linkages Between Context Sensitivity and Soft Systems Methodology

This paper links context sensitivity of Indians to mode 2 of Soft Systems Methodology (SSM) bringing out the similarities between Gemeinschaft and Gesellschaft and the primary mode and secondary mode of behaviour of context sensitivity respectively. Both SSM and context sensitivity consider the totality of environment before selecting the most appropriate behaviour. In the Indian context, the three dimensions of context sensitivity—person (patra), time (kal) and ecology (the pattern of relationships people have with their social and physical surrounding) (desh) are the three coordinates along which SSM’s standard of facts and values change. The unbundling of the changing standard of SSM along the three dimensions of person, time and ecology and across the two polarities of Gemeinschaft and Gesellschaft provides a model which is used to explain the recent economic rise of India.An earlier and shorter version of this paper titled ‘Context sensitivity: An Indian version of soft systems’ has been presented at the ALARPM Congress 2006.     

Expanding the framework for monitor and control in Soft Systems Methodology

Soft Systems Methodology (SSM) has been criticized for its interpretivistic stance by, among others, Critical systems thinkers. By locating problems inherent in the techniques of SSM, this paper proposes an expanded theoretical framework, concerning measure of performance in the conceptual models. The expansion is based on the theories behind Multi-Modal Methodology and has resulted in a new model of performance indicators for the design.     

Critical considerations in the development of systems thinking and practice

This paper is concerned with the development of ‘Systems Thinking.’ In particular, it considers and critiques ‘traditional Systems Thinking’ within the framework of Critical Systems Thinking. Before embarking on such a venture it is necessary to derive a base context from which to develop argument and analysis. Therefore the outline of this paper is as follows: A contextual setting for Systems Thinking, Theoretical Considerations, Soft Systems Thinking and Methodology, and A Critical Systems Thinking (CST) approach. The account of the development of Systems Thinking is followed by a synopsis of a theoretical framework for Systems Thinking which will allow us to gain an understanding of contemporary views. The paper then goes on to review SSM and CST in order to provide a platform for a critique of traditional forms of Systems Thinking. The final section briefly discusses the applicability of CST to the ‘real-world’ context by outlining some current studies being undertaken by the author.