Soft Systems Methodology in Action: The Example of a Private Hospital

The paper dealt with the issues of communication between physicians and patients, health care needs of patients and appointment and documentation systems leading to sub-optimal medical treatment, disorganised files and congestion and improperly stored medical treatment records of patients Two Strands Model of Soft Systems Methodology (SSM) revealed and handled at a private hospital in Turkey. SSM helped make changes as recommendations to the hospital. However, the SSM-based enquiry also disclosed some difficulties in the processes of cooperation between the practitioner and the client, arranging democratic group discussions, drawing rich pictures, designating, listing and selecting organisational concerns, designing human activity systems, comparing conceptual models with the problem situation and offering and adopting changes. Thus, the paper proposed possible solutions to these methodological problems through synthesising relevant key conceptions of specific soft and other change methodologies into a framework that attempted to bring robust developmental specifications and order for using SSM.     

Systems thinking in British Telecom Training: A brief account

This paper describes how British Telecom's Training Department has been using Systems Thinking over the last few years and has started introducing Systems concepts and methodologies to a wider audience of operational managers within. The paper explores some of the reasons for British Telecom to adopt Systems Thinking and describes the application of Soft Systems Methodology (SSM) to a particular project within Training Department. The paper also describes the design and delivery of the Introduction to Systems Thinking course which is now part of British Telecom's core program of management training.     

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.     

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.     

一般系统方法论研究

在分析Ｃｈｅｃｋｌａｎｄ软系统方法论的局限性的基础上，本文提出了一般系统方法论（ＧＳＭ）．ＧＳＭ包括了软系统方法论与Ｈａｌｌ硬系统方法论的全部内容，井扩展到问题的发现与形成阶段，揭示出这三部分之间的逻辑联系，从而完善了系统问题从感知到解决的全部可能的逻辑思维过程．     

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.

     

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 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.     

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。     

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.     

The Systemic Approach of SSM: The Case of a Brazilian Company

This paper aims to describe the application of Soft Systems Methodology (SSM) to the reality of a Brazilian enterprise. Systemic practices are ways of putting to use systemic thought in the real world, using the precepts of the systemic approach, which is very important for knowledge management and globalization. The systemic practice SSM is used in the resolution of ill-defined problems, which often involve behavioral variables and, thus, cannot be addressed by the so-called hard methodologies. In this paper, SSM is applied to the problematic of a middle-market business, an auto supply distributor, whose managers consulted the authors of this paper as regards proposing improvements of its performance. As a result of this work, the authors were able to propose core changes in attitudes, leading to changes in structure and process.     

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.     

Systems Thinking and Scenario Planning: Application in the Clothing Sector

Industrial sectors that operate in uncertain environments - with demand variability, product seasonality and different industrialisation structures - need studies that enable identification and forecast trends. Therefore, the development of competitiveness extends beyond a company’s individual performance. Collective action, whether toward consumer markets, supplier markets, competitors and substitutes, can reinforce or help reformulate the current practices of an organisation, besides providing better results in the development of strategies and competitive positioning. Thus, clothing, the sector addressed in this work, is characterised by a long, fragmented, heterogeneous production chain, the competitiveness of which is linked to product differentiation. Therefore, the use of systemic approaches to study this sector is effective. In this sense, this research aims at adapting Systems Thinking and Scenario Planning (STSP) so that it supports the development and planning process in a given sector. Thus, this research applies STSP adapted to an analysis of the clothing sector in the northern region of Rio Grande do Sul State, Brazil. As a result, in academic terms, this research proposed and validated a method for analysing industrial sectors of the clothing industry. In the sectoral context, this research identified elements that leverage the sector’s competitiveness, besides generating knowledge and learning aimed at strengthening the sectoral structure identified, and fostering the formation of a new clothing cluster.     

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。     

Exploring an Explicit Use of the Concept of Sustainability in Transport Planning

The aim of this paper is to explore an explicit use of the concept of sustainability within transport planning. This paper analyses the concept of sustainability based on a practical approach for a sustainable development of Nordhavn, an area of Copenhagen, exemplifying a complex planning problem. An exploration of the application of the concept of sustainability is carried out using elements of Soft Systems Methodology (SSM). This approach indicates a need to separate the use of sustainability considerations regarding the transport planning ‘process’ from the transport planning ‘results’. The two approaches are related to the planning levels presented by Ulrich (Syst Prac 1(4):415–428, 1988). It was chosen to focus on the understanding of a sustainable transport planning process. This focus is addressed by four stakeholder groups interviewed based on the ‘ought to’ mode of Critical Systems Heuristics (CSH). Finally an outline of some of the factors of a sustainable transport planning process is proposed.     

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.     

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.     

The problem-solving system: Another problem-content system

The aim of this article is to obtain specific and general learning lessons pertaining to Soft Systems Methodology (SSM) and related human activities. Some of these activities, which are of particular concern in this paper, occur within a problem-solving system (PSS), i.e., when an analyst playing the role of problem solver tackles a problem-situation (P-S)-here known as the problem-content system (PCS). It is postulated that on many occasions, depending on the way the P-S is faced, the PSS may become another PCS depending on the behavior of the solvers when facing that P-S. Such behavior is subject not only to intellectuality but also to ethics and beliefs. Initially I draw up distinctions between a PSS and a PCS and, at once, define several important terms used in SSM. An overview of three case studies carried out in Peru is presented next. Some specific and general learning lessons obtained from the analysis are then presented. Although the studies relate to concepts of SSM, the conclusions that emerge are equally applicable to many P-S's and problem-solving approaches.