Soft Systems Methodology In Action

Soft Systems Methodology in Action "Whether by design, accident or merely synchronicity, Checkland appears to have developed a habit of writing seminal publications near the start of each decade which establish the basis and framework for systems methodology research for that decade." Hamish Rennie, Journal of the Operational Research Society, 1992 Thirty years ago Peter Checkland set out to test whether the Systems Engineering (SE) approach, highly successful in technical problems, could be used by managers coping with the unfolding complexities of organizational life. The straightforward transfer of SE to the broader situations of management was not possible, but by insisting on a combination of systems thinking strongly linked to real-world practice Checkland and his collaborators developed an alternative approach - Soft Systems Methodology (SSM) - which enables managers of all kinds and at any level to deal with the subtleties and confusions of the situations they face. This work established the now accepted distinction between 'hard' systems thinking, in which parts of the world are taken to be 'systems' which can be 'engineered', and 'soft' systems thinking in which the focus is on making sure the process of inquiry into real-world complexity is itself a system for learning. Systems Thinking, Systems Practice (1981) and Soft Systems Methodology in Action (1990) together with an earlier paper Towards a Systems-based Methodology for Real-World Problem Solving (1972) have long been recognized as classics in the field. Now-Peter Checkland has looked back over the three decades of SSM development, brought the account of it up to date, and reflected on the whole evolutionary process which has produced a mature SSM. SSM: A 30-Year Retrospective, here included with Soft Systems Methodology in Action closes a chapter on what is undoubtedly the most significant single research programme on the use of systems ideas in problem solving. Now retired from full-time university work, Peter Checkland continues his research as a Leverhulme Emeritus Fellow.

From the father of Soft Systems Methodology (SSM), Peter Checkland, comes a new, accessible text which clearly and concisely looks at SSM. The book leaves out all of the development detail and historical/intellectual material which can be found in Checkland’s other classic works, but contains the practical essentials that will allow teachers to teach SSM accurately and students to learn it with real understanding. Features: · Short and definitive account of SSM containing the practical essentials. · Written with great clarity and presented in a reader-friendly way. · Contains examples of SSM in action. · Includes cases.

Operations Research: 1934-1941," 35, 1, 143-152; "British The goal of the Encyclopedia of Operations Research and Operational Research in World War II," 35, 3, 453-470; Management Science is to provide to decision makers and "U. S. Operations Research in World War II," 35, 6, 910-925; problem solvers in business, industry, government and and the 1984 article by Harold Lardner that appeared in academia a comprehensive overview of the wide range of Operations Research: "The Origin of Operational Research," ideas, methodologies, and synergistic forces that combine to 32, 2, 465-475. form the preeminent decision-aiding fields of operations re search and management science (OR/MS). To this end, we The Encyclopedia contains no entries that define the fields enlisted a distinguished international group of academics of operations research and management science. OR and MS and practitioners to contribute articles on subjects for are often equated to one another. If one defines them by the which they are renowned. methodologies they employ, the equation would probably The editors, working with the Encyclopedia's Editorial stand inspection. If one defines them by their historical Advisory Board, surveyed and divided OR/MS into specific developments and the classes of problems they encompass, topics that collectively encompass the foundations, applica the equation becomes fuzzy. The formalism OR grew out of tions, and emerging elements of this ever-changing field. We the operational problems of the British and U. s. military also wanted to establish the close associations that OR/MS efforts in World War II.

Systems thinking is a method of problem solving that deals with various cultural issues including conflict and compromise. In recent years, researchers have begun studying this approach and applying it within several professional fields, specifically organizations and business management. In the modern age of information, professionals are continually looking for new methods to improve traditional practices within their field. Improving organizational practices through the implementation of the soft systems approach is a growing research area that requires in-depth discussion and case studies. Applications of Soft Systems Methodology for Organizational Change is a collection of innovative research on the theories and practices of soft systems and their application within organizational and industrial analysis. While highlighting topics including agent-based modeling, sustainable energy initiatives, and natural resources allocation, this book is ideally designed for researchers, designers, managers, analysts, practitioners, executives, academicians, and students seeking current research on the theories and applications of soft systems design.

"Brian Wilson, one of the originators of Soft Systems Methodology, and Kees van Haperen, a widely experienced SSM consultant, illustrate how this branch of systems engineering is applied to a range of highly complex business scenarios to achieve improved performance. This book will appeal to students of SSM and consultants working in the field"--