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Change approaches & management tools SeCtion tWo
SOFT SYSTEMS METHODOLOGY (SSM) Description
SSM assumes that most change processes which involve people will be complex as there will different views about what is important and how the processes can be improved.To address such complexity, SSM uses action learning methods in diagnosis of problems and the crafting of solutions. Stakeholder views are explored iteratively, with the intention of identifying feasible changes which can accommodate the range of views (or even to reach consensus).
The approach places participants at the centre of the process, tailoring the SSM approach to a specific situation – deriving a unique approach in order to ensure learning and change within the specific context. It developed in response to the disappointing real-world application of ‘hard’ approaches to systems design. In contrast to ‘hard’ systems analysis, which treats systems as objective phenomena, SSM explicitly incorporates the social dimension into the analysis of systems, taking account of the existence of multiple worldviews in relation to the operation of systems and the dynamism at the heart of human systems. Most importantly, it seeks to take account of the generative nature of social action; the way in which the social world is continuously (re)created by people thinking, talking and acting. Systems are present in the very process of inquiry in the world, rather than simply in the world awaiting discovery.
Use
Stages in SSM
1. Exploring a problem, and its causes, from a wide range of stakeholder perspectives. Investigation proceeds with an open mind without giving priority to a particular point of view
2. Developing statements (‘root definitions’) which accurately describe the main purpose(s) of the organisation from the perspectives of different stakeholders, as well as its inputs, outputs and dynamics
3. Debating the manifest ‘problem’ with stakeholders, drawing on;
a. Activities required to achieve ‘root definitions’ through diagrammatic depictions of ‘root definitions’ using flow charts
b. Comparing idealised service models with current reality through discussion and observation
c. Considering possible changes in structure(s), process(es), practice(s)
4. Undertaking a programme of change implementation in the light of agreements
(Adapted from Iles and Sutherland, 2001, p. 34)
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