Rationalization of Metaphorical Exploration: Improving the Creativity Phase of Total Systems Intervention (TSI) on the Basis of Theory and Practice

Metaphors play a significant role in the creativity phase of Total Systems Intervention (TSI). They help managers and other stakeholders to think creatively about their organizations and to highlight their organizational problems. However, in the current form of the creativity phase of TSI there are no explicit criteria in the selection of metaphors or in the disclosure and prioritization of organizational issues. This paper seeks to open a dialog with management consultants who might be interested in the consulting meta-methodology called TSI. It proposes the creativity phase of TSI to management consultants along with the theoretical improvements, as well as the context-dependent and conditional practical innovations. It emphasizes my reflections about the potential of this stage in the appreciation of organizational problems and invites new modifications. To reach this aim, the paper initially gives a brief account of the creativity phase of TSI, deals with its shortcomings, highlights its theoretical improvements and empirical findings in the PALMEK manufacturing company, Turkey, and then rationalizes this phase through proposing an appropriate method for its implementation. This method, on the whole, facilitates systematic and comprehensive analyses of problem situations, characterization of organizational issues, and disclosure and prioritization of concealed organizational problems in a structured and democratic conversational setting.     

Application of SSM in tackling problematical situations from academicians’ viewpoints

In recent years, a wide variety of studies have applied soft systems methodology (SSM) to address the complexities of the messy situations. This paper seeks to identify 1) application areas and 2) application levels of the use of SSM in dealing with problematical situations. To do so, 149 articles published between 2000 and 2015 were studied. The findings revealed the application of SSM in new application areas such as sustainable development, knowledge management and project management. The results of this study also indicated that researchers applied SSM at three levels: SSM as a process of inquiry, SSM as an action-oriented methodology, and the hybrid use of SSM. Based on the findings, SSM at the level of a single methodology for bringing out changes has been less welcomed by researchers, but the application levels of inquiry processes and hybrid approaches have been more utilized. This suggests that in the correspondence of SSM with the nature or situation of problems, a sort of incommensurability is witnessed. Factors arising from the nature of the problem, inadequate mastery of the researcher over SSM or the limitations of SSM can exert an influence on this incommensurability.     

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.

     

高分辨率滑动聚束SAR卫星姿态机动策略

提出了实现高分辨率滑动聚束星载合成孔径雷达波束指向控制的卫星姿态机动策略。该策略改进了传统中等分辨率滑动聚束模式(sliding spotlight mode, SSM)成像几何,认为高分辨率SSM天线波束指向的焦点位置随方位时刻变化,同时以多普勒中心距离空变量最小为约束条件,实现对SSM成像时长和姿态角变化的计算。该策略认为卫星通过三轴姿态机动实现波束指向控制,克服了大斜视角时单轴或双轴姿态机动出现的场景弯曲,适用于高分辨率滑动聚束成像模式的姿态设计。卫星仿真工具包(satellite tool kit,STK)仿真实验与点目标回波仿真实验验证了所提方法的有效性和精确性。     

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.     

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.     

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.     

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.     

Qualifying Function in SSM Modeling—A Case Study

In a previous paper the author introduced a concept called qualifying function as a conceptual tool for modeling and design. The concept was incorporated into the modeling phase of soft systems methodology (SSM), with the purpose of addressing some of the criticism directed toward the methodology, such as its tendency to result in regulatory, rather than radical, agendas for change. It was argued that the concept had the potential to help people in a particular problem situation to view the situation from new and different perspectives and that it could enrich the conceptual models by giving the transformation process a direction. The aim of this paper is to apply the concept, embedded in SSM, to a case study involving two projects, focused on creating new work opportunities, to explore the practical applicability and usefulness of the concept, both in general and as a part of the modeling phase of SSM.     

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.     

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.     

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。     

Bridging Worlds: Information Systems Development Through Cross-Cultural Comparison

This paper reports a case study where soft systems methodology (SSM) was used to help automate a largely manual administrative (examination) information system in a Pakistani university. Various design suggestions for information system improvements, both administrative and IT-supported were made (and implemented) through comparison with another university in Denmark which is well supported by computer systems. An action design research approach with an interpretative epistemology/ontology was adopted. Though the single comparison experience is difficult to generalise, we conclude that SSM (with some adaptations) can enable a socio-technical comparison and design effort and offer a prototype process. The comparison stimulates forward-looking design, but great care must be taken to accommodate cultural differences, and further research is necessary to integrate more sophisticated cultural analysis tools into the design process. The research extends SSM in information system development??from a single situational analysis to a comparative process and can be adapted as a pattern for practitioners with similar automation needs.     

Systemic Design for Applying the Combined Use of SSM and CDA to Social Practices

In this paper, we propose a framework for applying the combined use of soft systems methodology (SSM) and critical discourse analysis (CDA) based on social semiotic systemic functional linguistics to social practices. In the social practice, ‘participation’ mode of Checkland’s SSM is used for ‘problem-solving’ whilst CDA is used to problematize ‘problem-solving’ processes within the practice. During the meta-process of problematization of our research, we used Churchman’s systems approach and its theory of ‘boundary critique’ in order to explore issues such as governance, inequality of power, and social values within the organization examined for this study. In other words, the process-oriented methodology proposed in this paper consists of two processes: that of ‘problem-solving’ based on SSM and of problematization of naturalized discourse from the perspective of CDA and two phases of boundary critique in social practice. A detailed account of a case study of Korean social enterprise is given to demonstrate how our proposed framework of the combined use of SSM and CDA is applied into practice. Reflecting the outcome of the case study, this paper argues that critical social research from systemic inquiry using what we call ‘process-oriented methodology’ is useful to address some of the social and complex issues related to understanding dynamic relation between power and discourse amongst participants in the social enterprise in Korean contexts.     

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。     

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.     

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。