Soft Systems Methodology: Other Voices

This issue of Systemic Practice and Action Research, celebrating the work of Peter Checkland, in the particular nature and development of soft systems methodology (SSM), would not have happened unless the work was seen by others as being important. No significant contribution to thinking happens without a secondary literature developing. Not surprisingly, many commentaries have accompanied the ongoing development of SSM. Some of these are insightful, some full of errors, and some include both insight and absurdity. Checkland (1999, p. A42) opines, in the recently published 30-year retrospective, that "SSM has been ill-served by its commentators." Scrutiny of the secondary literature on SSM provides support for this view and also identifies some general characteristics and trends that are important to the development of SSM and, incidentally, reinforces some existing conclusions.     

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.     

Elaborating a Critical Realist Approach to Soft Systems Methodology

Systemic Practice and Action Research - This paper explores the implications of adopting a critical realist approach to soft systems methodology (SSM) both to address local problematic situations...     

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。     

Using Soft Systems Methodology to Fight Against Info-Exclusion: The Experience of a Brazilian University

The aim of this paper is to apply a systemic methodology to analyse the concept of info-inclusion which can guide strategic actions of institutions within civil society and within several levels of government. The paper provides a plan of action that, integrated with other tools, aims at fighting the technological and social gap. We apply Soft System Methodology (SSM), because it provides a holistic approach to info-exclusion. SSM is often used to analyse and resolve problems in complex social studies such as info-exclusion. An info-exclusion reduction project, developed by a university in the country region of Sao Paulo will be provided as a case study. This project is one of the several Brazilian initiatives to solve the problem of limited access to information technology tools. We start by contextualising info-exclusion in Brazil and follow with a review of SSM. We then introduce the concept of info-inclusion and apply SSM to it. We end with a discussion of the results obtained and with some suggestions for action and possible improvements.     

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.     

Storying Systems: Managing Everyday Flux Using Mode 2 Soft Systems Methodology

This paper examines work with managers who used a narrative approach to systemic thinking. Storytelling is incorporated within Mode 2 SSM involving a flexible approach to the analysis of complex or "messy" situations at work. Mode 2 SSM is presented as a thinking mode by those within the problem situation, involving the use of various devices of rich pictures, relevant systems, and root definitions, whereby managers and others may make sense of their experiences from within the flux of everyday life. The focus of the approach is learning through reflection on events and activities to consider potential actions and improvements in difficult situations. The findings show the initial difficulty and disappointment of learning to deal with complexity and the unexpected but how quickly the "gain outweighs the pain," as managers learned to attune themselves to the flux of situations, to identify how to work with flows and energies more creatively, and to become conscious of what was happening on the edge of awareness.     

Elicitation of Tacit Knowledge Using Soft Systems Methodology

Systemic Practice and Action Research - Elicitation of tacit knowledge is of paramount importance in organizations for novice people’s use of experts’ knowledge. One of the shortcomings...     

An Idea Ahead of Its Time: The History and Development of Soft Systems Methodology

This paper, part of the Festschrift for Peter Checkland, provides an outline of the history and development of soft systems methodology. It includes a personal reflection on my experiences of SSM, as well as a more objective evaluation of its achievements and limitations.     

Soft System Dynamics Methodology (SSDM): Combining Soft Systems Methodology (SSM) and System Dynamics (SD)

Soft System Dynamics Methodology (SSDM), a systemic methodology product of the combination of two widely used systems-based methodologies from two different systems thinking paradigms, Systems Dynamics (SD) and Soft Systems Methodology (SSM), is presented. The paper argues that by combining some of SD and SSM stages, within the intellectual framework proposed by SSDM, a methodology developed by one of the authors¹ much can be gained in a systemic intervention to tackle complex social problematic situations. A framework for comparing the ontological, epistemological and methodological principles of SD, SSM and SSDM is proposed and the synthesizing and dialectical role of SSDM is advanced. The 10 stages of SSDM are outlined and illustrated by an application on a small Peruvian company; and a set of conclusions and points for further research are discussed.     

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.     

A Comparison of Interactive Planning and Soft Systems Methodology: Enhancing the Complementarist Position

Flood and Jackson (1991) explain the diversity of systems-based methods with a pluralistic System of Systems Methodologies by categorizing the various methods according to the problem context for which they are deemed to be best suited. The two methods classified as most appropriate for complex-pluralistic problems, Ackoff's Interactive Planning and Checkland's Soft System Methodology, are compared according to their underlying theory, problem-solving techniques, and outcomes. Despite their shared focus on the same problem context, the two methods are derived from different ontological assumptions which yield different techniques and outcomes. An argument is presented for conducting additional comparisons of methods that address the same problem context.     

Suggestions for New Application Areas for Soft Systems Methodology in the Information Age

Soft systems methodology (SSM) is now 40?years old. Another decade has passed since Checkland??s thirty year retrospective on the methodology, published in 2000. It can now be described as an old methodology. But it has adapted and changed over the years and is still very much alive, although the days are long gone when it was mainly developed and practised by its founders at the University of Lancaster. Interestingly, considering that many applications of SSM over the years have been to information systems, it was developed before the age of personal computers and the Internet. The way SSM is viewed has changed over the years as it has been applied to various types of problem situation. Every use of SSM will potentially hold methodological lessons in addition to those about the situation of concern; these may include SSMs framework of ideas, processes and way of use. How is SSM going to change in the future? This will depend in part on the types of problem situation to which it is applied. This paper examines some problem situations associated with emerging technologies in the information age to which SSM has not yet been much applied. These include computer simulation and virtual reality, ubiquitous computing and the design of cities, Information Technology Service Management and the design of enterprise information architectures. Some of the different worldviews associated with these problem situations which could be explored using SSM are noted.     

Soft System Dynamics Methodology in Action: A study of the Problem of Citizen Insecurity in an Argentinean Province

This paper illustrates an application of soft system dynamics methodology (SSDM). SSDM arose as a fusion of two well-known methodologies in the systems movement: system dynamics (SD) and soft systems methodology (SSM). SSDM includes 10 steps to orchestrate and implant change in social systems, based on a multimethodological and multiparadigmatic approach as an outcome of the combination of the mentioned methodologies. After a brief introduction, the paper starts by briefly explaining SSM and SD, their stages and their problematical issues as systemic methodologies, then goes on to explain SSDM, its philosophical roots and stages, ending with a comparison among the three. It then introduces the citizen insecurity problem in Argentina, specifically in Mendoza Province, where SSDM was applied to analyze this issue. The paper concludes with an explanation of the learning points that arose from the use of SSDM in this study and suggestions for further research on citizen security and SSDM.     

The Application of Fuzzy Cognitive Map in Soft System Methodology

Facing the issues of structural complexity, on which stakeholders have different views, has increasingly led to the use of Soft Systems Methodology (SSM) in solving managerial problems. Moreover, the weaknesses of this methodology in considering all point of views and ensuring the effectiveness of the proposed changes have provided the motivation for applying Fuzzy Cognitive Map (FCM) in SSM. Using FCM as a modeling tool makes it possible to combine the views of different experts and form group FCM (GFCM). GFCM has the potential to be applied as a useful decision support tool in the stage of offering recommendations and changes. The methodology proposed in this article is applied to ticketing system of Raja passenger train company. This system, influenced by various policies and views, is analyzed with the recommended methodology and then the solutions for developing the system are suggested in a prioritized manner.     

A Soft Systems Methodology Approach to Occupational Cancer Control Problem: a Case Study of the Ministry of Petroleum of Iran

Petroleum industries of Iran offer some of the best job opportunities within Iranian labor market. However, due to the attributes of the chemicals used in these industries, their staffs are exposed to various risk factors of several chronic diseases. Such exposures might lead to cancer incidence after a decade or two. The Ministry of Petroleum (MoP) runs an organization, namely Petroleum Industry Health Organization (PIHO), which is responsible for the health insurance of the personnel working in Petroleum industries. PIHO and Health, Safety & Environment (HSE) units play fundamental roles in providing the employees with health services during their professional life and retirement period. Yet, these organizations still do not have a system to specify occupational cancer control mechanisms at the MoP. The negative influences of cancer on patients suffering from it as well as its heavy costs of treatment have forced MoP to put measures of coping with this chronic disease in the first priority. This paper aims to define the structure and design a framework for MoP’s occupational cancer control problem as the first step for improving the described situation. Given the presence of various stakeholders and actors, and the wide range of complexities of this problematic situation, we have adopted Soft System Methodology (SSM). We have reached an agreement with the problem owners on a rich picture, CATWOE analysis, root definition and a conceptual model for the way this situation could improve within real world circumstances. The results were obtained through various sessions with practitioner from different departments of MoP, while the conflict of interests was common.     

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.     

A Soft Systems Methodology (SSM) Based Framework for Evaluating Managed Learning Environments

Managed Learning Environments (MLEs) in higher education institutions (HEIs) are relatively new to the arena of higher education, even though there are over 90% of institutions in the higher and further education sector who are currently engaged in some kind of MLE development activity (University of Brighton 2003). However, when it comes to the task of assessing the performance of an MLE there are no universally recognisable frameworks for evaluating MLEs in HEIs currently discussed within the literature. The paper advances a general systemic framework for evaluating MLEs based on Checkland’s SSM and reports on the first stages of our attempt to evaluate the MLE at Manchester Metropolitan University involving the team developing the system and the stakeholders concerned. Two of three iterations of this research have been completed and, whilst outside the scope of this paper, have found that SSM has coped with the criteria demanded of the evaluation framework within its context. After completing a stakeholder analysis, the criteria for evaluating an MLE, based on the stakeholders’ requirements, emerged. These iterations have tentatively concluded that by contextualising SSM to the evaluation requirements of an MLE in a UK HEI, the measures of performance suggested by SSM need to be adjusted. The final iteration will check this outcome.     

Toward a Buddhist Systems Methodology 3: An Application in a Taiwanese Non-Governmental Organization

This paper describes the application of a Buddhist systems methodology (BSM) to tackle a significant conflict (and underlying issues) threatening the future of a large non-governmental Buddhist membership organization in Taiwan. An evaluation of the BSM, undertaken six months after the intervention, demonstrated positive impacts, including a major reduction in conflict; improved communications across the organization (especially from the bottom-up); a successful restructuring to address some of the underlying issues; a significant upturn in the recruitment and retention of members; and a consequential turn-around of the organization's financial position. In addition, several senior managers took on the BSM for their personal use, trained others, and cascaded the methodology down the organization. This resulted in the official adoption of the BSM as the ‘main decision-making system’ for part of the organization, and the start of wider dissemination. Based on these results, the authors argue that the BSM may have more general utility for problem solving and problem prevention in Taiwanese (and possibly other) Buddhist organizations.

On Methodology of Fuzzy Systems

1.INTRODUCTIONFuzzinessisoneoftheuniversalattributesofhumanthinkingandobjectivethings.Fuzzysystemsaretheproductsoffuzzysetstheoryandinformationtechniques.Fuzzysystemsgenerallyincludeseveralimportantlinkssuchasfuzzification,fuzzytransformation,defuzzificationandsoon.Whilefuzzyknowledgebaseisanimportantcomponentinfuzzysystems.Inordertoconstructpracticalfuzzysystemssuchasfuzzytemperatureregulatorsystem,fuzzydecisionmakingsupportsystem,fuzzydatabasesystem,fuzzyearthquakeforecastingsystem,many…