Understanding the Situation

Detailed Process of SSM using

Suggested Tools from Quality
Improvement

1
Soft System Methodology 7 Steps
Real World

Menentukan Situasi Tindakan Pemecahan Masalah

Masalah
Action to improve the
problem situation (Lakukan
Problems Situations considered tindakan untuk perbaikan) Changes: Systematically desirable,
problematic (Memahami Situasi 7 culturally feasible (laksanakan perubahan
yang bersifat problematik) sistematis yg layak & diinginkan)
1 6

Problems Situation Expressed

(Gambaran Situasi Masalah) – Comparisons of models and real
RICH PICT 2 world (bandingkan 2 dan 4) 5

Systems Thinking about Real World

Root Definitions Model Development

Root Definitions of relevant purposeful Conceptual Models of the System (holons) named in the root
activity system (Definisikan akar aktivitas definitions (Membangun model konseptual berdasarkan
sistem yang relevan )
3 definisi yang menjadi akar aktivitas 4
2
 Menentukan Situasi Masalah
Understanding Situation Problems Situations
considered problematic
(Memahami Situasi yang
bersifat problematik) 1

• Eksplorasi permasalahan dari segala sudut pandang

• Eksplorasi = Mencari Tahu (Inquiry)
• Dalam memecahkan permasalahan tentunya kita “ingin tahu” tentang
permasalahannya
• Inquiry adalah proses penting karena merupakan representasi dari
proses berpikir kita
• Inquiry Process tidak selalu terjadi secara otomatis
• Inquiry Process terjadi biasanya jika:
– apa atau efek yang kita pikirkan sangat penting sehingga kita memutuskan
melakukannya
– atau ketika dihadapkan dalam suatu tantangan baru (kita belum memiliki mental
model yang bisa mengatasinya atau mirip)

3
Inquiry is the basis of Problem Understanding
You start with using these 5 properties of Systems
• Boundaries: How systems interacts with its environments? Where? When? If I
use helicopter views, can it be expanded/reduced? Is there frictions
(problems) in the boundaries border? Who is involved I this problems?
• Emergence/Holistic Properties: What can we expect the systems
characteristics/properties when its working well? At what conditions that this
usually or can be occur?
• Purpose: what is the purpose of the systems? It is known clear enough by the
components? Are they multiple goals?
• Feedback and Control Mechanism: Is there signs of connections (feedbacks,
meeting, information sharing, shared responsibilities) on each component?
How the feedbacks are induced, collected and handled?
• Dynamics Dimensions: If we change the context, does the systems changes
(goals, boundaries, emergence properties or feedback mechanism)? At what
dimensions the most changes occurs in the systems?

4
Jawaban yang Dihasilkan dalam Proses Mencari Tahu tidak
hanya memiliki 1 dampak
Sebenarnya ada dampak kedua dalam Jawaban
• Jawaban proses mencari tahu biasanya menjadi landasan dalam
mengambil keputusan/aksi terhadap permasalahan
• Namun, pada sisi yang lain, jawaban ini dapat:
a) Memperkuat atau memperlemah mental model saat ini
b) Menjadi mental model yang baru
• Mental model yang baru atau lebih kuat atau di”renovasi” ini akan kita
gunakan sebagai templates/pola jika ada permasalahan yang sama

5
Different Inquiry Process between hard approach and soft
approach

6
Inquiry Process

Leads to
Selections of
Perceived
Real World Models of Relevant
Purposeful Activities
Situations/ Systems each based
Problems On declared World-View

‘Comparison’
(Inquiry through Question A Structured debate about
Situations/Problems Desirable and feasible change
using Models)

Actions to
Improve Accomodates
which enables to

7
Soft System Methodology 7 Steps
Real World

Menentukan Situasi Tindakan Pemecahan Masalah

Masalah
Action to improve the
problem situation (Lakukan
Problems Situations considered tindakan untuk perbaikan) Changes: Systematically desirable,
problematic (Memahami Situasi 7 culturally feasible (laksanakan perubahan
yang bersifat problematik) sistematis yg layak & diinginkan)
1 6

Problems Situation Expressed

(Gambaran Situasi Masalah) – Comparisons of models and real
RICH PICT 2 world (bandingkan 2 dan 4) 5

Systems Thinking about Real World

Root Definitions Model Development

Root Definitions of relevant purposeful Conceptual Models of the System (holons) named in the root
activity system (Definisikan akar aktivitas definitions (Membangun model konseptual berdasarkan
sistem yang relevan )
3 definisi yang menjadi akar aktivitas 4
8
 Menentukan Situasi Masalah

Situation Definition Problems Situation Expressed

(Menggambarkan Situasi
Masalah)
• Menggunakan alat visual : Rich Picture 2
• Elemen yang dicakup mencakup
– Structure
– Proses
– Atmosfir
– Manusia
– Isu (diekspresikan manusia)
– Konflik

9
Rich pictures
Rich pictures should show the following aspects of the problem situation :
• Structure - formal organisation, physical aspects etc.
• Processes - tasks and activities
• How structure and process interact
• Hard and soft aspects - facts and opinions
• Social roles - formal and informal; conflict
• Climate and context - environment
• The role of the analyst / facilitator

10
11
12
Patching’s rich
picture of a PUB
as a problem
situation

Patching, D. (1990).
Practical Soft Systems
Analysis
13
Root Definitions
IPOF Model Systems Concepts
• Open systems receive inputs, transform them and produce outputs
• In order to achieve its goals, the system components must interact to
exchange information and create feedback control mechanism
• Interaction internally between sub-systems; and externallybetween the
system and its environment
• Systems use feedback information to control their performance and
remain in dynamic equilibrium with their environment

14
 Root Definitions
Root Definitions of relevant purposeful
Root Definitions activity system (Definisikan akar
aktivitas sistem yang relevan ) 3

• Pendefinisian sistem
dalam suatu format
tertentu:
• “ A system to do X by y to
achieve Z”
• X = Output, Y= Proses, Z =
Goals/Output
• Basic and concise
representation of the
system
• However, it would still
need an explanation, and
this is where the
CATWOE should do

15
RD Explanations throughCATWOE

CATWOE Explanations/Guidance
• (C)ustomer
– Who is the system operated for?
– Who is the victim or beneficiary of this transformation-system?
• (A)ctors
– The actors represent a set of people who are acting in concert to achieve a specific purpose.
– Actors also define the system boundary – who is inside or outside the system, from this perspective.
• (T)ransformation
– What single process will convert the input into the output?
– It is important to define a single (not complex) transformation. If you have multiple verbs, this
normally indicates that you are confusing two or more transformations.
• (W)eltanscauung: Worldview
– What is the view which makes the transformation worthwhile (meaningful)?
Understanding this element communicates the real purpose of the system from this perspective, so you
should work hard at this part.
• O)wner
– Who has the power to say whether the system will be implemented or not? (Who has the authority
to make changes happen?)
• (E)nvironment
– What are the constraints (restrictions) which may prevent the system from operating? What needs
to be known about the conditions that the system operates under?

16
Root definition template yang integrate dengan CATWOE
• A [O] owned system ..
• which within the following
environmental constraints which it
takes as given [E] ..
• transforms this input [i] into this
output [o] by means of the following
process/activities [T],
• the transformation being carried out by
these actors [A]
• and directly effecting the beneficiaries
or customers or victims [C].
• Under the worldview which makes this
transformation [T] meaningful contains
at least the following elements among
others [W].
• X Telecom owns system to maximize
value of firm by achieving sales growth
& efficiency of daily operations
• CATWOE
– C : Community, shareholders,
company
– A : X Telecom
– T : X Telecom’s Business
Operations
– W : Market Value represents
intrinsic value
– O : Shareholders
– E : Business Environment
17
• No observer is 100% committed
to just one W (Views)

• We should develop each models

for each views

• If there is so many views, find

views that
– Have a major commonality
to relevant stakeholders
– Significantly important

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Let’s take an example of
“The Pub as a System”

The Pub has been losing

customers and money -
but nobody knows why

A rich picture shows

different viewpoints
about The Pub - that of
the customers, the
community, the brewery,
the landlord, the
employees, the police ...

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Customer root definition
Root Definitions can be Refined from CATWOE and vice versa
Root Definition
A system owned by the publican,
and operated by the employees,
visiting entertainers and
customers of the public house ...
that identifies and satisfies the
needs of customers for affordable
drinks and entertainment ....
in an environment that influences
customers socialising and drinking
preferences ...
constrained by legal requirements
and local opinion effecting the
provision of pub facilities.
CATWOE
C - The casual and regular visitors to
The Pub
A - The employees, visiting
entertainers, customers
T - Customer needs (for socialising
and reasonably priced drinks)
identified and satisfied
W - A pub is a place to have an
affordable night out and socialise with
friends
O - The publican
E -Legal restrictions, fashions in
drinks and entertainment, the local
community etc.
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Employee root definition
Root Definitions can be Refined from CATWOE and vice versa

Root Definition CATWOE

A system owned by the brewery, C - The employees
and operated by the customers and A - The customers and employees
employees of the public house, T - Employee needs for income and
… that identifies and satisfies the flexible working hours identified and
needs of employees for income and satisfied
flexible hours of work, W -The Pub is a source of income and
the work fits in with my
… in an environment of other commitments (family, college)
competition for staff resources,
O - The Brewery
… constrained by employment and E -Local competition for staff,
tax legislation employment legislation etc.

21
RD has 2 parts: One Sentence RD and CATWOE
Root Definition
• Should be one sentence in which
the major verb represents the
transformation process. Additional
sentences (outside the RD) may be
used to define the meaning
attributed to certain words within
the RD if necessary
• A well-structured RD should only
have one transformation process.
CATWOE
• CATWOE (together with the defined
meanings of its elements) is used as a
test of the structure and words used
in RD.
• The elements of T and W must be
identifiable in every RD, thus they are
mandatory. The elements C, A, O and
E are included or excluded on the
basis of the analyst’ judgments.
• Once consistency between the
CATWOE elements and the words
used in the RD has been achieved,
CATWOE has served its purpose, can
be eliminated and has no further
relevance to the construction of CM
22
Conceptual Modeling (CM)
Departemen Teknik Industri UI

23
 Model Development
Conceptual Models of the System (holons) named in the
Penggambaran Model root definitions (Membangun model konseptual
berdasarkan definisi yang menjadi akar aktivitas 4

• The next step is to model the relevant systems described in the root
definitions (Based on root definitions)
• Conceptual models show the activities that the system in the root
definition must perform.
• Activities are shown as bubbles with inputs and outputs.
• The formal system model is the checklist of everything that should be
taken into account in the conceptual model
• The 3 E’s are the benchmark against which the model is evaluated
• Map is Activities = Transformation

24
Systems Concepts – There must be a Communication and
Control Mechanism (Feedback Loops)
• Central heating system controlled by its thermostat
• Driving a car
• Bank statements provide information about the state of your bank
account leading to you adjusting your spending
• The University sets targets for student numbers and collects statistics
in order to monitor recruitment and retention

25
Systems concepts - Types of System
• Natural - e.g. solar system, organic systems, climate, eco-systems
• Designed physical - e.g. tools, machines
• Designed abstract - e.g. mathematics, classification, music, computer software
• Human Activity Systems (HAS) where people carry out goal-driven activities.
Usually include elements of other types of system.
– E.g. A human activity system to paint a fence...

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The need for “Purposeful” Human Activity System HAS or Holon

• To satisfy the Definitions of System: System must have a purpose

• To create a common platform from all types of “soft” problems (which
has “human” in it) which are individually unique
• To differentiate with “system” as a word that has been used so many
different ways
• The focus of HAS is in the transformation process because we already
defined the output in the Root Definitions

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Transformation Process ~ Activity
• Transformation process to be properly formulated its input and output
must be of the same kind (tangible or intangible)
• Should answer these questions
– What must then be done to reach the output?
– What must then be done to make the output available?
– What has to be done to acquire the input?

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Steps of Model Development for beginners
(Checkland, 1990)
1. Tuliskan aktivitas yg diperlukan
untuk melakukan proses
transformasi dengan kata kerja
imperatif (7+2 pada skala yg sama)
Predikat - Obyek
2. Pilih aktivitas yg dapat dilakukan
bersamaan (tidak menjadi prasyarat
satu dengan lainnya). Letakkan
aktivitas ini dalam satu garis.
3. Letakkan aktivitas yang tergantung
pada aktivitas diatas dalam satu
garis, lanjutkan seterusnya untuk
semua aktivitas
4. Indikasikan saling ketergantungan
antar aktivitas dengan garis panah
5. Susun ulang anak panah untuk
menhindarkan anak panah yg
tumpang tindih.
6. Tambahkan cara untuk mengevaluasi
kinerja & masukkan aspek
lingkungan teridentikasi CATWOE
7. Cek apakah model yg dikembangkan
telah memenuhi karakteristik
sebuah sistem, sbb:
– An ongoing purpose
– A means of assessing
performance
– A decision making process
– Components that are also
systems (contain sub-systems)
– Components that interact
– An environment
– A boundary between the
system & the environment
– Resources
– Causality
29
Conceptual Model Template

30
Customer root definition

A system owned by the publican, and operated by the employees, visiting

entertainers and customers of the public house, that identifies and
satisfies the needs of customers for affordable drinks and
entertainment, in an environment that influences customers socialising
and drinking preferences, constrained by legal requirements and local
opinion effecting the provision of pub facilities.

31
 Root Definition 1 – Customer Based
A system owned by the publican, and operated by the employees, visiting
entertainers and customers of the public house ... that identifies and satisfies the
needs of customers for affordable drinks and entertainment .... in an environment
that influences customers socialising and drinking preferences ... constrained by
legal requirements and local opinion effecting the provision of pub facilities.

Conceptual Model CATWOE

C - The casual and regular
visitors to The Pub
A - The employees, visiting
entertainers, customers
T - Customer needs (for
socialising and reasonably
priced drinks) identified
and satisfied
W - A pub is a place to have
an affordable night out and
socialise with friends
O - The publican
E -Legal restrictions,
fashions in drinks and
entertainment, the local
community etc.
32
 Root Definition 1 – Employee Based
A system owned by the brewery, and operated by the customers and employees of
the public house, that identifies and satisfies the needs of employees for income
and flexible hours of work, in an environment of competition for staff resources,
constrained by employment and tax legislation

Conceptual Model CATWOE

C - The employees
A - The customers and
employees
T - Employee needs for
income and flexible
working hours identified
and satisfied
W -The Pub is a source of
income and the work fits in
with my other commitments
(family, college)
O - The Brewery
E -Local competition for
staff, employment
legislation etc.

33
CM Rules
• The CM must be constructed from the
words in the RD without resource to the
specific situation. Thus the inclusion of
activities and/or sets of activities
within the CM must be defended
against specific words or phrases
within the RD
• Since each activity in the CM could be
the source of a RD for expansion to a
more detailed level, sufficient words
should be used within the activity to be
precise about the transformation
process its describes
• CM should be defensible against the
Formal System Models. Major
implications of this is there should be
adequate connectivity, reference to re-
sourcing and at least one “monitor and
control” subsystem within the CM
• Arrows within CM are essentially
logical dependencies and should have a
consistent format.
– Arrows which represents
accumulated dependencies (such
as activity performance
information and constraint
information) may have a different
format and labeled to indicate their
content.
– Temporary dependencies as
dependencies with unknown
destination (such as control
actions) should be of different
format. In essence arrows which
look the same should means the
same
34
Example

(1) (2)
Evaluate market Establish service
position standard

(5)
(4) (3) Improve service
Perform market Identify daily quality Control
intelligence operation bottlenecks

Monitor
(7) (6) (8)
Do market Improve operation Redesign
intimacy efficiency business process

35
Measure of Transformation Process

• E1: Efficacy
– Does the activity actually work? Does it achieve it purpose? Do the activities which
transform inputs produce the required outputs?
• E2: Efficiency
– How many/much resources activity consumes?
– does the transformation take place as economically as possible - i.e. with the
minimum of resources?
• E3: Effectiveness
– Does the activity the right thing to be doing?
– is this done in such a way that the long-term survival of the system is secured?

36
Systems thinking about the problem situation

• Stages 3 and 4 take place in the world of “systems thinking”

• Systems concepts are used to analyse the problem situation that has
been investigated in stages 1 and 2
• Models the problem from different viewpoints
• Object of these stages is to develop models that can be used in the “real
world” stages 5, 6 and 7 to promote learning and discussion, and
brainstorm solutions

37
Systems thinking in SSM is validated by FSM
• SSM uses the “Formal Systems Model” as a checklist to design a human
activity system. A healthy system should have the following
characteristics -
– Objectives or purpose
– Connectivity
– Measures of performance
– Monitoring and control
– Decision-taking procedures
– Boundary
– Resources
– System hierarchy
– Continuity

38
Soft System Methodology 7 Steps
Real World

Menentukan Situasi Tindakan Pemecahan Masalah

Masalah
Action to improve the
problem situation (Lakukan
Problems Situations considered tindakan untuk perbaikan) Changes: Systematically desirable,
problematic (Memahami Situasi 7 culturally feasible (laksanakan perubahan
yang bersifat problematik) sistematis yg layak & diinginkan)
1 6

Problems Situation Expressed

(Gambaran Situasi Masalah) – Comparisons of models and real
RICH PICT 2 world (bandingkan 2 dan 4) 5

Systems Thinking about Real World

Root Definitions Model Development

Root Definitions of relevant purposeful Conceptual Models of the System (holons) named in the root
activity system (Definisikan akar aktivitas definitions (Membangun model konseptual berdasarkan
sistem yang relevan )
3 definisi yang menjadi akar aktivitas 4
39
 Tindakan Pemecahan Masalah
Comparisons of models and real
Back to the realword world (bandingkan 2 dan 4) 5

• Komparasi model & dunia nyata

1. Diskusi tak terstruktur
2. Pertanyaan terstruktur dg matriks
3. Pemodelan Skenario / dinamis
4. Uji coba memodelkan dunia nyata dg struktur yg sama dengan model konseptual

Aktivitas Ada/tidak dalam situasi Bagaimana hal ini Kriteria Komentar/Ide

nyata dilakukan Penilaian Perbaikan
1. -----------------
2. -----------------
3. ----------------
Hubungan
12

2
3
} 4
40
Comparison of models and the real world

• The CM is a model of a notional system that does not exist in the real
world – WHAT OUGHT TO BE in an ideal world rather than HOW
THINGS ARE ACTUALLY DONE.
• Comparison of the CM and the real world problem situation will reveal
mismatches or absence of activities – these are the areas which need
to be addressed.
Comparison can be done in several ways ....
A. General discussion and observation
B. Question Generation
C. Historical Reconstruction
D. Model Overlay

41
A. General discussion and Observation

• The CM is used as the basis for discussions between the analyst, the
client and the other stakeholders.
• Objective is to identify desirable features shown in the CM that are
not present in the real world.
• Issue-based systems might reveal fundamental problems that have not
been brought into the open before and which must be addressed.
• Activities shown on the CM may not take place – or may take place, but
not in a structured way.

42
B. Question Generation

• The models are used to identify questions about the real world
activities that need an answer. For each activity in the CM questions are
asked to elicit -
– Does a corresponding activity exist in the real world?
– If so, how is the effectiveness of that activitymonitored?
– How is the activity carried out and by whom?
– How well does the process work at present?
– Any other thoughts or comments?

43
C. Historical Reconstruction

• Compare what actually happened in a past situation - with a CM of an

ideal system designed to achieve the same purpose (i.e. with the same
root definition).
• In order to learn from this experience – and to do better next time – a
model would be developed to show how the system would perform if it
was designed as a well-formulated system. This could yield insights into
what went wrong in order to do better in the future.

44
D. Model Overlay

• A formalised way of comparing the real world situation with the CM

• A second model is drawn using the same form as the CM, but based on
the activities and sub-systems that exist in the real situation
• The two models are compared in order to identify the mismatches and
missing elements in the real-world situation

45
Extended analysis

• Further breakdown (decomposition) of the CM may be required before

it can be compared with the real world.
• Root definitions are formulated for each activity (or sub-system) shown
on the top level CM and second level CMs are made.
• Each activity is treated as a system in its own right, that must be
checked against the formal systems model
• This is a lengthy process requiring a great deal of time and effort ...

46
Patching suggests a checklist to focus thinking on each
component ..

System/ Exists Measure How Assessment Comment

activity or not of performance done

Identify Yes Level of Survey Poor Too casual

customer awareness
needs

Provide Yes Customer Darts Poor Low-level

amenities satisfaction matches of amenities

Etc.

47
 Example

ACTIVITY EXIST? HOW? ASSESMENT GOOD/BAD? IDEAS/

CRITERIA COMMENTS?
1. Evaluate Market Yes Each Year, Service Not So Good Need to improve this task by
Position Benchmarking Portfolio Map acquiring more accurate
information on market
conditions
2. Establish Yes Yearly, Customer Good in
service standard customer Satisfaction general
satisfaction
survey
Review global
standards
3. Perform Market No Need to perform this task by
Intelligence creating a taskforce
Hubungan
12 Yes Information on Time for new Not so good Need to improve this link by
market position standard improving inter-function teamwork
provide direction establishment
for service
standard
improvement
48

Intervention Development
Tindakan Pemecahan Masalah
Changes: Systematically desirable,
culturally feasible (laksanakan
perubahan sistematis yg layak &
diinginkan) 6

• Gunakan iterasi untuk mendapatkan hasil perbaikan terbesar

• Ambil yang paling mungkin secara budaya dan layak (untuk
mengurangi resistensi)
• Beberapa pendekatan
– Model ulang dengan CATWOE untuk setiap subsistem
– Other system analysis eg system dynamics
• Checkland mengusulkan untuk melakukan 3 saringan yaitu :
A. Owner Analysis
B. Social System Analysis
C. Political Analysis

49
A. Owner Analysis

• Why We Need These Analysis

– To enrich the inquiry
– To prepare changes
– To made them acceptable
• Analysis One - Analysis of Intervention (Owner Analysis)
– In what level the intervention is required? Individual, Groups or Organizational
– Who has the power to conduct the changes needed?

50
B. Social System Analysis

• Roles: social position recognised as significant by people in the problem

situation
– institutionally defined e.g. shop steward, engineer
– behaviourally defined e.g. trusted opinion leader
• Norms: a role’s expected behaviours
• Values: the standards by which performance in a role will be judged

51
C. Political system analysis
Politics: a process by which differing interests reach accommodation.
• Converting power into action,
– includes Impression and Information Management
• Politicking tactics
– Reason-facts/ data
– Friendliness-flattery/goodwill
– Coalitions-group support
– Bargaining-exchange of benefits or favors
– Assertiveness-forcing or demanding
– Higher Authority-superior support
– Sanctions-punishments or depriving
• Ethical questions

52
A. Power in Political System Analysis
Power is the capacity or potential to influence another
– Leaders use power to attain their goals, facilitate achievement
– A function of Dependency
• Dependency postulate: Importance, Scarcity, andNon-substitutability

Power Types:
• Coercive Power
– Fire and Hire Power
• Formal Power
– Structural Power, Compensation/Performance Evaluation
• Expert Power
– Expertize Power (such as doctor)
• Referent Power
– Power from knowing other powerful people
• Relationship Power
– Social Capital, Trustworthiness/Reliability

53
Perubahan Hubungan Mengubah Perilaku Sistem
dan ini lebih sulit diprediksi dari perubahan perilaku akibat penggantian komponen

GM
A

R&D
P
T C
M
B

A A A

B C B C B C

Cohesive Group Anti-Norm Group Fragmented Group

Powergrams

A Circle is a person Shorter the line, the

The larger circle, the more closer relationship
powerful is the person Longer lines mean
A line is a positive more distant
relationship relationship
Bolder line more powerful This diagram show
relationship astrong postive
A strike through mean a relationship which
A B
negative relationship A has more power
than B (perhaps
A Bolder stroken line boss)
means more powerful
negatif relationship This diagram shows
A B strong negatif
between an equally
powerful people
Tools: Force Field Analysis

Benefits:
• Identifies the forces and factors working against the proposed solution
that can be eliminated or reduced
• Identifies the forces and factors supporting the proposed solution that
can be reinforced
• Stimulates balanced action planning
• Encourages people to openly discuss, prioritize, and accept reality

Tip:
• Simply pushing the positive factors for a change may have the opposite
effect. It is often more helpful to remove, minimize, or go around
barriers

56
Example of Force Field based on Width

FORCES SUPPORTING FORCES AGAINST

57
 Tindakan Pemecahan Masalah
Changes: Systematically desirable,
Intervention Development culturally feasible (laksanakan
perubahan sistematis yg layak &
diinginkan) 6

• Gunakan iterasi untuk mendapatkan hasil perbaikan terbesar

• Ambil yang paling mungkin secara budaya dan layak (untuk
mengurangi resistensi)
• Beberapa pendekatan
– Model ulang dengan CATWOE untuk setiap subsistem
– Other system analysis eg system dynamics
– Owner Analysis: “who has the fundamental authority to carry out changes?”
– Social System Analysis: “what is the relationship of existing real-world roles,
norms, values with the models?”
– Political Analysis: “ How is power expressed in the situations?”

58
Identify feasible and desirable changes

• In stage 5 the analyst identifies problem areas that need to be

addressed.
• In stage 6 the client and stakeholders seek to identify, from this range of
options, changes that are both desirable and feasible.
– Desirable = activities that are modelled in the CM but do not occur in the real
world.
– Feasible = acceptable within the constraints of organisational culture and
individual attitudes.

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Checkland suggests three orders of change
Structure, Process, Perceptions
• Changes to structure. Factors that are not dynamic such as
organisational structures, roles.
• Changes to processes. The activities through which the organisation
carries out its transformations and realises its goals.
• Changes in attitudes and the expectations of individuals -
Weltanschauung
– SSM has little to say about how Stage 6 can be managed ...

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 Tindakan Pemecahan Masalah
Intervention Deployment Action to improve the problem
situation (Lakukan tindakan untuk 7
perbaikan)
• Merupakan akhir siklus atau awal siklus baru
• Berdasarkan langkah 6 dan bertumpu kepada manajemen perubahan

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Tools: Stream analysis

• merancang aktivitas intervensi dan memberikan gambaran tentang apa

saja yang harus dilakukan dan dibedakan secara 3 bagian, yaitu (H)
aspek interaksi manusia (human interaction), (S) struktur, dan (P)
kondisi fisik dan aspek lain seperti (T) teknologi
• Mirip dengan Gannt Chart Terbalik Menurun

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• Dibaca dari atas ke bawah
• Yang diatas berarti dahulu
dilakukan
• Terlihat seperti aliran
mengalir

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Critiques of SSM

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Critiques of SSM

• SSM does not actually tell you HOW to build a system

• No guidelines about HOW to do stages 6 and 7
• Open-ended and therefore impossible to manage – when is an SSM
study finished?
• How to judge if it has been successful or not?
• Potentially very time-consuming
• Assumes that all actors in a problem situation are equal – and that
consensus is possible
• Implies that managers and employees can discuss problems and agree
on solutions - all differences capable of being resolved
• Manipulates actors in changing their viewpoints
• Rationalistic and idealistic

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References
• Checkland, Peter and Jim Scholes. Soft System Methodology in Action
(Includes a 30-years retrospective). John Wiley and Sons. Chicester.
Sept 2005.
• Wilson, Brian. Soft System Methodology: Conceptual Model Building
and its Contribution. John Wiley and Sons. Chicester. 2001

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