Introduction to Soft Systems Methodology

What Is The Purpose of SSM?	SSM is a methodology used to support and to structure thinking about, and intervention in, complex organisational problems.
What Is The Thinking Behind SSM?	SSM is a process for managing: for undertaking the process of achieving organised action. SSM practitioners take managing to be the process of thinking-out and implementing organised action, and of reacting to changes in the world which might affect that action. SSM does take the process of management to be the sole preserve of a class of workers called 'managers'. Managing, in these terms, is an activity performed by all sorts of individuals, at all sorts of levels, in all sorts of formal and informal organisational groupings. SSM assumes that each individual will see the world differently. Different world-views inevitably lead to varying understandings and evaluations of any situation, which lead in turn to different ideas for positive action. These ideas are not necessarily opposed to each other (there is generally likely to be some overlap), but they may be different enough to make the difference a serious issue when deciding on a course of action. SSM was developed out of systems thinking, when traditional systems thought was found to be an inappropriate set of tools for dealing with problems in which there was no clearly defined and commonly agreed set of outcomes. SSM was developed to enable rational action, taking these mismatches into account. Back to the top
Systems Engineering	Traditional systems engineering develops objects systems by first considering the purpose or objective, then working backwards to find ways of achieving that objective. From sets of possible solutions, the most promising is selected on the grounds of fitness for purpose and economic viability. SSM developed as a result of the failure of this approach in some management situations. It was found that, in many situations, the questions 'what is the objective?' and 'what are we trying to achieve' are part of the problem. Without a consensus on objectives, the results of traditional systems engineering will be confusion (if objectives are badly defined) and, most likely, dissatisfaction on the part of those whose view of the objectives is not implemented. SSM is a methodology for understanding and dealing with this diversity of views and interests. Back to the top
Culture and Politics	Checkland notes that 'there are few situations where getting the logic right is enough to bring about action'. Any organisation has its own culture (set of shared myths, perceptions and assumptions about the world and the organisation) and politics (set of internal power structures). These are complex and dynamic. As argued above, the varying views which result from the culture and politics of an organisation do not lead to a stable and clear set of aims or objectives. SSM tries to enable more consensual action by moving towards understanding of the varying perceptions, through a process of thinking, negotiating, arguing and testing. Back to the top
Analyses and Techniques	Why? Why are SSM analysis and techniques useful? The methodology was developed to help to make sense of the difficult problems which contained their own, internal contradictions. Many projects have failed as a direct result of their failing to take into account the various perspectives, motivations and vested interests which are at play within human organisations. SSM provides a structure which is engineered to deal with these difficulties. What is an SSM intervention?: In SSM, the structure of an organised intervention is used to deal with the complexity of an organisational problem. Although SSM has a clear structure, it is for the practitioner to use in a flexible and knowing way. An SSM intervention involves finding out about the situation; thinking about systems which are, or might be, employed in the situation; comparing the thinking to the systems which exist in the real world; taking action according to what has been learned. It is not a simple matter of performing these four stages, after which a 'right' answer will be produced. Rather, it is about taking these four as bases for action, each of which should be kept in mind. How is SSM used?: The basic model of SSM is a seven-stage model, which is described stage-by stage in the accompanying pages (click here to read more about each stage). The seven stages do not represent a single process which can be followed from start to finish, after which a 'right' answer will be obvious. These stages are stages in a process: the process may have to be repeated many times before a reasonable accommodation or agreement may be reached. The whole process of SSM is a process of mutual learning: the practitioner learns about the organisation; the members of the organisation learn about the diversity of views about and within their organisation, and about their colleagues. The most important site for this learning is in the comparison between conceptually derived models and the real world. When such a comparison is made, the learning gained usually means the model needs to be revised. At the same time, exposure to the model often changes the problem situation, or at least perceptions of what the problem consists of. Through this conversational process of thinking, discussing, accommodating and re-thinking, practical ways forward may eventually be found. Back to the top