Intervening in organisational conversations using soft systems methodology

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THE EVOLUTION OF CONFUSION: SOFT SYSTEMS METHODOLOGY AND SOCIAL THEORY REVISITED

Soft Systems Methodology (SSM) is a potentially powerful tool for improving the management of the complex social systems aspect of Information Systems. Yet if it is to be employed effectively IS managers need to understand the theory of social systems that makes SSM a meaningful practical approach. However finding out about that social theory is not straightforward. It is 20 years since the first discussions of the social reality implied by Soft Systems Methodology (SSM) and the area has been given little attention since. Yet SSM itself has progressed dramatically since those first critiques of its underpinning social theory were first developed. This paper revisits the area in order to provide a contemporary perspective and foundation for future development. It reveals apparent weaknesses in the research debate about SSM and social theory, and shows how the evolution of SSM has apparently been affected by that debate. SSM is introduced and examined according to the primary literature and re-evaluated using Burrell and Morgan's four-paradigm matrix of social theory paradigms in order to understand the social reality implied by SSM. The paper examines criticisms of SSM, the recent evolution of SSM, and suggests future directions for development

Soft system dynamics methodology (SSDM): combining soft systems methodology (SSM) and system dynamics (SD)

Soft System Dynamics Methodology (SSDM), a systemic methodology product of the combination of two widely used systems-based methodologies from two different systems thinking paradigms, Systems Dynamics (SD) and Soft Systems Methodology (SSM), is presented. The paper argues that by combining some of SD and SSM stages, within the intellectual framework proposed by SSDM, a methodology developed by one of the authors1 much can be gained in a systemic intervention to tackle complex social problematic situations. A framework for comparing the ontological, epistemological and methodological principles of SD, SSM and SSDM is proposed and the synthesizing and dialectical role of SSDM is advanced. The 10 stages of SSDM are outlined and illustrated by an application on a small Peruvian company; and a set of conclusions and points for further research are discussed

Systems constellations : A better way to identify branding opportunities?

Contains fulltext : 46286.pdf (publisher's version ) (Closed access)Building strong brands has become one of the main marketing priorities for brand-supportive companies. The leading positivist paradigm in marketing may not be, however, the most-effective perspective in identifying branding opportunities. This paper offers an alternative phenomenological point of view by applying the innovative systems constellation technique within the soft systems methodology to identify new branding opportunities. A case study illustrates its content validity but also shows there is limited support for its reliability, which is in line with the positivists' reservation on phenomenological methods and techniques.1 p

Supporting Aircraft Manufacturers to Formulate and Implement Sustainable Development Strategies Systematically

Environmental issues, together with growing debates about aviation impacts on climate change, have been playing a central role in the aviation industry in the past several years. More recently, a much wider focus on sustainable development, including the social impacts of aviation, has started becoming a key aspect in aviation industry. Aircraft manufacturers have responded to this situation and realized the importance of focusing their efforts to incorporate sustainable development policies into their core business strategies. However, the effectiveness and the efficiency of such efforts have been in question because systematic approaches to support such activities are scarce. Aircraft manufacturers need to be able to formulate and implement sustainable development strategies in a systematic and traceable manner. Today, stakeholder analysis, dialogue, and engagement are widely recognized in the aviation sector. Such stakeholder analysis should be conducted in a more structured and integrated way to offer improved support to the ever-globalizing aircraft manufacturers to define and implement sustainable development strategies effectively. Under the rapidly changing business environment in which aircraft manufacturers are operating, the need for a holistic approach to develop sustainable development strategies, such as a systems approach, appears to be well justified. Opportunities created by such an integrated and holistic conceptual framework can enable aircraft manufacturers to manage their business strategically and deal with increasingly demanding business challenges