1. SSM - 1 Soft Systems Methodology SSM Elena Losseva MBA 731 November 12, 2007

2. SSM - 2 Definition Soft System Methodology is a way of dealing with any complex, organizational situations where there is a high social, political and human activity component. SOFT problems: How good is current system? How to improve health services delivery? How to manage disaster planning? What to do about homelessness amongst young people? Developed primarily by Peter Checkland (UK). Published in 1981.

3. SSM - 3 SSM Seven Stages situation considered problematic problem situation expressed real world systems thinking about real world conceptual models of systems described in root definitions 4 comparison of models and real world 5 6 changes: systemically desirable, culturally feasible 7 action to improve the problem situation 3 root definition of relevant systems 2 1

4. SSM - 4 1. Situation Considered Problematic Problem owners (managers and/or employees) recognize “the problem situation.” Problem owners initiate a review of tasks and the way they are performed. Problem solver (analyst) is called in.

5. SSM - 5 2. Problem Situation Expressed Analyst collects and sorts information. Analyst express the problem situation through “RICH PICTURES”. “RICH PICTURES”: –Capture as much information as possible; –Show how we can look at and think about the system; –Represent structure, processes, issues, information flows, and communication channels of the organization relevant to the problematic situation; –Give an impression of the organizational climate.

6. SSM - 6 Rich Picture Example

7. SSM - 7 3. Root Definitions of Relevant Systems Concise description of a human activity system. Two step process: 1.Select an issue or task from a rich picture; 2.Define the system to carry out the task or address the issue. Each root definition involves a certain view of the worlds in order to see the problematic situation from different perspective. a system to do X by (means of) Y in order to Z what the system does - X how it does it - Y why it’s being done - Z

8. SSM - 8 Root Definition Example A university owned and operated system to award degrees and diplomas to suitably qualified candidates (X), by means of suitable assessment (Y), (in conformance with national standards), in order to demonstrate the capabilities of candidates to potential employers (Z).

9. SSM - 9 CATWOE Analysis Customer Actor Transformation process Weltanschauung (world view) Owner Environmental constraints C - candidate students A - university staff T - candidate students ￫￫￫ degree holders W - the belief that awarding degrees and diplomas is a good way of demonstrating the qualities of candidates to potential employers O - the University governing body E - national educational and assessment standards

10. SSM - 10 4. Conceptual Models Conceptual model is a human activity model that represents the minimum set of activities necessary to conform the root definition. System Thinking is applied in the development of this model. Monitoring: –Measure of performance: » Efficacy - does it work » Efficiency - How much of work completed given consumed resources » Effectiveness - Are goals being met. –Monitor the activities. –Take control action.

11. SSM - 11 Conceptual Model Example enrol students design education programmes appreciate national standards educate students allot resources design and carry out assessment award degrees + diplomas to students reaching acceptable levels monitor for E1, E2, E3 take control action

12. SSM - 12 5. Conceptual Models v. Reality 4 ways of doing comparison: 1.Using conceptual models as a base for ordered questions; 2.Comparing history with model prediction; 3.General overall comparison; 4.Model overlay. activity is it done in the real situation? how is it done? comments, recommendations 1 2 3

13. SSM - 13 6. Feasible and Desirable Changes From the comparison of the conceptual models with ‘reality’, logically desirable and socially/politically feasible changes are identify and debate. Three types of changes: –Changes in structure; –Changes in procedure; –Changes in attitude.

14. SSM - 14 7. Actions For Improvement Develop an action plan to implement changes and put them into action!

15. SSM - 15 Benefits and Limitations of SSM BENEFITS: –Structure to complex organizational and political problem situations. –Solution that is more than technical. –Rigorous tool and specific techniques for “messy” problems. LIMITATIONAS: –Adaptation to the overall approach. –Narrow scope of the investigation. –Difficulties with the richest picture. –Interpretation of world in the loose way.

16. SSM - 16 Usage SSM remains the most widely used and practical application of systems thinking, and other systems approaches such as Critical Systems Thinking have incorporated many of its ideas.

17. SSM - 17 References Wikipedia http://en.wikipedia.org/wiki/Soft_Systems_Methodologyhttp://en.wikipedia.org/wiki/Soft_Systems_Methodology 12 Manage http://www.12manage.com/methods_checkland_soft_systems_methodolo gy.html http://www.12manage.com/methods_checkland_soft_systems_methodolo gy.html Report on SSM http://sern.ucalgary.ca/courses/seng/613/F97/grp4/ssmfinal.html http://sern.ucalgary.ca/courses/seng/613/F97/grp4/ssmfinal.html Conceptual Modelling ttp://www.orsoc.org.uk/about/teaching/StrategicProblems/c_sp_3.htm SSM web presentation www.cs.aau.dk/~jeremy/resources%20files/SSM.PPT www.cs.aau.dk/~jeremy/resources%20files/SSM.PPT A Comperison SSM with Organizational Learning Model http://ftp.informatik.rwth-aachen.de/Publications/CEUR-WS/Vol- 72/011%20Barnden%20SSM.pdf