1. soft systems and the enneagram methodology
PROFESSOR ROBIN MATTHEWS
KINGSTON UNIVERSITY BUSINESS SCHOOL LONDON
RANEPA MOSCOW
MOSI YOSHKAR-OLA
ECONOMIC STRATEGIES
PRESIDENT OF THE LEAGUE OF CORPORATE STRATEGY AND ACCOUNTING
http/
4/13/2019
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2. Stage 1: Problem situation unstructured
Checkland’s Soft Systems Methodology
Stage 1: Problem situation unstructured
Stage 2: Problem situation expressed (rich pictures)
Stage 3: Naming of relevant systems (root definitions; CATWOE)
Stage 4: Conceptual models
Stage 5: Comparing conceptual models with reality
Stage 6: Debating feasible & desirable changes
Stage 7: Implementing changes

3. RISK GRAMMAR SSM AND THE ENNEAGRAM METHOD SSM AND THE ENNEAGRAM METHOD
OUTER DYNAMICS 9
GRAMMAR
Evaluation, 8
reflection
1 vision,
intention
SSM AND THE ENNEAGRAM METHOD
Stage 5: Comparing conceptual models with reality
Stage 6: Debating feasible & desirable changes
Stage 7: Implementing changes
SSM AND THE ENNEAGRAM METHOD
Stage 1: Problem situation unstructured
Stage 2: Problem situation expressed (rich pictures)
Stage 3: Naming of relevant systems (root definitions; CATWOE)
Stage 4: Conceptual models
ADAPTATION
implementation 7
2 values
REALISATION
SEARCH
PAYOFFS 6
3 CAPABILITIES
choice commitment 5
4 alternative scenarios
GRAMMAR
RISK
GRAMMAR
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4. SSM AND THE ENNEAGRAM METHOD
Stage 1: Problem situation unstructured
Stage 2: Problem situation expressed (rich pictures)
Stage 3: Naming of relevant systems (root definitions; CATWOE)
Stage 4: Conceptual models
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5. SSM AND THE ENNEAGRAM METHOD
Stage 5: Comparing conceptual models with reality
Stage 6: Debating feasible & desirable changes
Stage 7: Implementing changes
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6. NECESSARY AND SUFFICIENT CONDITIONS Measures of Performance, Decision Making Process, Adaptability, Components Interact, Actions transmitted through system and subsystems, Bounded, Resources available.
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7. 1. Problem situation is unstructured
Identify a problem/issue and a review/improvement and preparing for decision(s) about change.
Find out about the problem situation; problems/issues are perceptual tand perhaps there are many potential problems
Need for research into the problem area. Who are the key players? How does the process currently work?

8. 2. Problem situation not the problem itself
Collect and sort information about the problem
situation
Organisational structure, processes
transformations, path dependence.
human factors gripes, perceptions, moods
Specify echniques to be used employed assist (e.g. work
observation, interviews, workshops)
Express the problem/issue/situation with a rich picture - visual representation/communication
The perhaps the meta model of the problem not the problem itself

9. Rich pictures Represent structures, processes & organisational issues
relevant to the problem/issue
Provide a way of thinking creatively; using emotion instinct and intuition and the intellect.
representation of how to look/think link key issues
appreciate of the problem
represent and communicate
artistic
individual
many right ways
2. Problem situation not the problem itself

10. 2. Problem situation
Is not the problem itself