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What is the Soft Systems Methodology? Description

The Soft Systems Methodology (SSM) from Peter Checkland is a qualitative technique that can be used for applying Systems Thinking to non-systemic situations !t is a "ay of dealing "ith

 problem situations in "hich there is a high social# political and human activity component Thisdistinguishes SSM from other methodologies "hich deal "ith $%&' problems that are often

more technology-oriented

SSM applies Systems Thinking to the real "orld of human organiations ut crucially "ithout

assuming that the sub*ect of enquiry is itself a simple system SSM therefore is a useful "ay to

approach comple+ situations and corresponding messy questions 

Origin of the Soft Systems Methodology. History

SSM originated from the understanding that ,hard, Systems Thinking# such as perations&esearch techniques# is inadequate for enquiring into large# comple+ organiational issues Soft

Systems Methodology "as developed by Peter Checkland for the e+press purpose of dealing

"ith problems of this type $e had been "orking in the industry for a number of years and had been "orking "ith a number of hard system methodologies $e sa" ho" these "ere inadequate

for the purpose of dealing "ith e+tremely comple+ problems "hich had a large social

component Therefore in the ./01s he goes to the 2niversity of 3ancaster in an attempt toresearch this area# and to deal "ith these soft problems $e conceives his ,Soft Systems

Methodology, through a number of research pro*ects in industry and its application and

refinement over a number of years The methodology# "hich is pretty much ho" "e kno" ittoday# "as published in ./4. y that time Checkland "as firmly entrenched in 2niversity lifeand he had left the industry to pursue a career as a professor and researcher in Soft"are

5ngineering

Usage of the Soft Systems Methodology. Applications

• %ny comple+# organiational situation "here there is a high social# political and human

activity component

Steps in the Soft Systems Methodology. Process

The follo"ing steps should be taken (often several iterations are needed)6

. !nvestigate the unstructured problem

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7 5+press the problem situation through ,Rich Pictures, &ich Pictures are a means of

capturing as much information as possible relating to the problem situation % rich picture

can sho" boundaries# structure# information flo"s# and communication channels ut in particular it sho"s the human activity system This is the element that is not included in

models such as6 data flo" diagrams or class models

8 &oot definitions of relevant systems 9rom "hat different perspectives can "e look at this

 problem situation:

o &oot definitions are "ritten as sentences that elaborate a transformation There are

si+ elements that make a "ell formulated root definition They are summed up in

the acronym A!WO"6

ustomer 5veryone "ho may gain benefits from a system is considered

as a customer of the system !f the system involves sacrifices such aslayoffs# then those victims must also be counted as customers

Actor The actors transform inputs into outputs and they perform the

activities defined in the system

!ransformation process This is sho"n as the conversion of inputs to

outputs

Weltanschauung The ;erman e+pression for "orld vie" This "orld

vie" makes the transformation process meaningful in conte+t

O#ner 5very system has some proprietor# "ho has the po"er to start up

and shut do"n the system (po"er of veto)

"n$ironmental constraints These are e+ternal elements that must be

considered These constraints include organiational policies as "ell as

legal and ethical matters

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Strengths of the Soft Systems Methodology. %enefits

• SSM gives structure to comple+ organiational and political problem situations# and it

can allo" them to be dealt "ith in an organied manner !t forces the user to look for a

solution that is more than technical

• &igorous tool to use in ,messy, problems

• Specific techniques

&imitations of the Soft Systems Methodology. Pitfalls

• SSM requires from participants to adapt to the overall approach

• e careful not to narro" the scope of the investigation too early

• !t is difficult to assemble the richest picture# "ithout imposing a particular structure and

solution on problem situation

• People have difficulties to interpret the "orld in the loose "ay They often sho" an over-

urgent desire for action

Assumptions of the Soft Systems Methodology. onditions

• %ssumes that most management and organiational problems cannot be seen as pure

,systems problems, as the system is far too comple+ to analye

•  ?evertheless applying a systemic approach in a non-systemic situation is valuable

ook6 Peter Checkland - Systems Thinking# Systems Practice -