SOFT SYSTEMS METHODOLOGY (SSM)

Soft Systems Methodology (SSM) for Organisational Problem Solving



Soft Systems Methodology (SSM) for Organisational Problem Solving

Introduction

Checkland's Soft Systems Methodology (SSM) is an example of a highly developed soft systems approach, where systems models expressing different viewpoints and making explicit their various implications can be constructed, allowing the various alternative perspectives to be compared and explored systematically (Rowley, 1993, 291).

The main difference in this approach, in contrast with the hard methodologies and techniques is that SSM postulates, based on its philosophical roots, that human beings, the observers, cannot perceive objectively the right word, so that it is impossible for the observer to propose a unique and true definition of a problem situation and unique and true solution to that problem situation". Instead of that, hard techniques and methodologies based on positivism, suppose that they can operate with issues that are happening in the real world and which can be objectively perceived, and thus modelled rigorously, using a formal language (i.e. Mathematics), obtaining a solution, usually the "best" one, which can, hopefully, be implemented in the real world (Rodríguez, 1992, 222).

Discussion

The Philosophy behind SSM

Soft Systems Methodology (SSM) is an intelligent tool for organizing and carrying out systemic changes in the real world issues involved in human affairs. SSM can be created by Professor Peter B. Checkland and his colleagues at the University of Lancaster, UKin the early 80's, after a long period of action research. It is a framework composed by seven steps organized in a special manner that leads to the implantation of culturally feasible and systematically desirable changes in human organizations of any king (churches, clubs, business, enterprises, ministries, a country, a region, a state, etc.). One key concept in SSM is that of human activity system (HAS), a description of human beings since the epistemological perspective instead of the ontological one. It may be said that the appearing of SSM makes a cornerstone in the way how organizations should be analyzed and studied in the aim to propose and implement a strategic or operational change in it.

Instead of applying positivistic problem solving hard systems techniques like operations research, decision analysis and the corresponding unconsciously, SSM asks for paying full attention under which weltanschauung the analyst(s) is (are) doing his/her (their) observations on the problem situation, because depending on this, the analysis, conclusion and proposals for change can vary. This way of work creates the conditions for a holistic analysis, due to the fact that SSM is interested in seeing the problem situation under diverse worldviews (where is possible to apply hard systems techniques within each one) and seeing the situation under a hermeneutic perspective as well, leading to a very complete understanding of what is happening in that situation and creating the conditions for the proposal of integrated systems "solutions" to the situation encountered (Rodríguez, 1990, 65).

Hard Systems and Soft Systems Thinking

Hard Systems Thinking

The first attempts to apply systems ideas to organisational problems can be made around the time of the Second World War when Operational Research ...