Soft Systems Methodology Developed by Peter Checkland - Research Paper Example

EXECUTIVE SUMMARY This research paper presents a ‘messy’ problem and explores it in light of Peter Checkland’s Seven Step Methodology. It is a systematic approach that comprehensively discusses how employees can improve the value of their work. The first part of the research paper identifies and define the problem. The second part presents conceptual models that view the problem from different viewpoints. The third part is primarily concerned with the feasibility and practicability of the proposed models. The essay accentuates the factors that impediment work performance of the employees and assesses the intervention and risks associated with it. In the end, the conclusion summarizes the findings and their applicability in the real world. CONTENTS PAGE Introduction…………………………………………………...…………………………….…3 I. Problem situation based on the research/ design…..……………………….......….3 1. Enter the situation considered problematical………………………………….3 2. Express the problem situation…………………………………………………4 II. Choice of a relevant purposeful activity based on planning control (system thinking about the real world ……………………………………..……………….………..6 1. Formulate ROOT definition of relevant systems of purposeful activity…........5 2. Define the conceptual models of the problem situation……………....…........10 III. Strategic plan to improve the problem situation (Real world)………….………....10 1. Comparison of the conceptual models with the problem situation expressed in the real world…………………………………………..…………………...….......10 2. Determining desirable and feasible changes………………………….…..…....11 3. Action to improve the situation………………………………………….……..12 Conclusion………………………………………………………………….……………..…....13 Bibliography……………………………………………………………………………………14 INTRODUCTION Soft Systems Methodology was developed by Peter Checkland and is a seven step methodolgy to construe models to solve organizational problem situations. It provides a comparison of the current world with certain focused models that can solve ‘soft’ problems. The approach is deemed to be participative and can be carried out by organization members with the support of a facilitator who is familiar with the methodology. It is of most use for people who work and involves drawing rich pictures to expand on different models and systems (Hersh & Hamburg, 2006). The problem under consideration is how can employees improve the value of their work. There are many factors that can accrue to overall improvement in work performance. More importantly, factors that are impeding improvement strategies from being implemented need to be addressed. The value of work done by employees depends partly on the working environment and partly on the employer. Therefore, in order to bring about definitive change, the employer’s support and cooperation is of great importance. This paper identifies the problems faced by employees in order to improve the value of their work. The first part of the SSM inquiry deals with identification of the problem. The later part deals with root definitions of the systems and the development of potential models; the last steps expound on the efficacy of the proposed recommendations in the real world. I. Problem situation based on research/design 1. Enter the situation considered problematical For a business organization to function successfully, the value of work of the employees plays a very critical role. It is as much the responsibility of the employees as it is the duty of the line manager to ensure that optimum employee performance is achieved. However, due to any reason, if the employees are not able to put in their best performance, the value of their work is compromised. In order to explore the problem, one must be able to define the problem. This constitutes Checkland’s first step in the seven stage methodology. One must be able to identify what is meant by value of work and why would employees want to improve it. Also, the elements that are affected by employee performance need to be highlighted. These include the employer and the employees, the organization and the macro-environment. Therefore the role each one plays has an influence on the value of work done by the employees. The manager is the leader of the organization and is responsible for the delegation of tasks and supervising the performance of the employees. He is also responsible for resolving any conflicts that may arise amongst the staff and for increasing the profits of the business. Apropos to the problem at hand, one of the key roles of a manager is to scrutinize and propose recommendations to improve the quality of the work done. The staff obviously has the chief role in their performance. To bring about any change, it is essential to begin on the individual level. Therefore, employees’ contribution is the greatest in improving the value of work done by them. In addition, the organization also affects the value of work. Any change the needs to be brought about is traced back to the organization and thus it acts as the main decision making figure in a business. The effect of the environment can not be ignored. Social, cultural and political factors also influence the efficiency of the staff. 2. Express the problem situation Stage two of Checkland’s methodology expresses the problem in detail. One needs to structurally identify the root cause of the problem and the processes involved. Elaborating further, the elements that are affecting the performance of the employees are investigated thoroughly. Then an analysis needs to be made of how these elements come into play in job performance. The employers and the employees are the chief people involved in the problem and therefore their role in enhancing job performance forms an essential part of the approach needed to deal with the problem. In order to express the problem, the impact of the surrounding working environment needs to be analyzed. The notion of climate has been further developed to include exploring the problem through interventions analysis, social system analysis and political analysis (Strijbos & Basden, 2006). Also a complete expression of the problem encompasses the issues expressed by people and any sort of conflicts that have arisen. It also takes into view the comments of the people involved and their feedback. Thus a comprehensive explanation of the problem incorporates all the aforementioned elements that influence the work performance of the staff. The methodology emphasizes the delineation of the problem in its complete richness and often rich pictures are used as a tool to provide a visual representation of the issues involved. II. Choice of a relevant purposeful activity based on planning control (system thinking about the real world) 1. Formulate ROOT definition of relevant systems of purposeful activity The next step of the methodology is to analyze the problem from dissimilar viewpoints. Such plausible purposeful perspectives help construct models of the problem seen from different angles. These ‘holons’ are not representative of the real world; instead they are simplified devices to encourage learning and discussion about pathways forward (Ramírez et al., 2008). Therefore analyzing the problem from various angles, a list of plausible perspectives can be drawn that relate to the point of view of each of the groups involved in the problem. i. Line manager: a system can be devised that aids the line manager to help improve the efficiency of the staff. ii. Employees: a system can be developed that explores the problem from the outlook of the employees and propose solutions that can increase job performance. iii. Facilities: another viewpoint to improve the value of work of the employees would be to provide the staff with more facilities. iv. Organization: the organizational heads can implement measures that facilitate the staff in increasing the value of their work. Conceptual models can be made based on these perspectives/assumptions. Perspective 1 One of the models that can be devised is from the perspective of the line manager. Based on the first assumption of the root definition, a system can be developed that aids the line manager to supervise and conduct the activities of the employees in such a way that there is an increase in the value of work performed by the employees. This would ultimately result in increased job satisfaction for both the employer and the employees, thus favoring the business. Checkland’s SSM relies on the principle of CATWOE for the development of systems. Customers: the line manager and the employers will benefit from this model. Subsequently, there would be indirect advantages for the business. Actors: the line manager will facilitate the transformation. Transformation: the line manager will delegate and supervise tasks in such a way that the quality of works of the staff will increase. Weltanschauung: the belief is that increased job satisfaction of both the employees and the line manager will translate into smooth running of the business and increased earnings. Owner: the head of the organization can stop the line manager from acting in a certain way and the employees can also stop the process by not following the line manager’s instructions. Environmental constraints: lack or resources, difficulty in delegating tasks based on each individual’s competency, increased stress on managers. Explanation of the conceptual model defined for this assumption: This model highlights the role of the line manager in improving the value of work of the staff. The manager can make a critical review of the problems faced by the employees. This can be done by interviewing the employees and by increasing interaction with them in the work field. Then the manager can come up with solutions to solve the problems. He can assign tasks to the employees according to their capabilities and their qualifications. The tasks are to be assigned tactfully such that the working experience is productive to the staff. Also, the tasks should be assigned without any bias or prejudice, and the manager should resolve any conflicts or difference of opinion that have occurred between the employees. The adoption of a participative management style would result in increased productivity amongst the manager’s subordinates (Gill & Johnson, 2009). This will not only motivate and encourage the manager but will also boast the morale of the staff. In an organization where there is collaborative teamwork and understanding between the employees, there would be very low chances of conflicts. The business will thrive and profits would increase. The line manager can then make an overall review of the effectiveness of his measures. Perspective 2 Considering the second assumption of the root definition, the business should formulate a system that fits the needs of the employees and provides them wit opportunities to excel in their field of work, thus improving the value of their performance by leaps and bounds. Job efficiency would translate into increased output with the subsequent success of the organization. Customers: the employees would benefit from the plausible purposeful activity. Also the manager would benefit indirectly since his job is to supervise the staff, and if they are performing well, the manager would be a successful leader. The business would also benefit from increased profits. Actors: actors would be the people who will facilitate the transformation. The actors would therefore be the employees, the employer and the organization. Transformation: the transformation will start from the stage where employees want to improve the value of their work and will end with increased job performance. Weltanschauung: the transformation gets its meaning from the belief that increased job performance will lead to increased job satisfaction and will translate into greater profits for the business. Owner: the line manager can halt the activity. The head of the organization can stop the line manager too. Environmental constraints: working environment, attitude of peers, resource constraints, and the financial state of the business can influence the system. Explanation of the conceptual model defined for this assumption: The CATWOE model from the perspective of the employees sheds light on how better performance can lead to job satisfaction. The employees need to identify the factors that impede optimum performance. This can be done by conducting a survey to research deeply into the reasons that are stopping the staff from performing well. This can be done by designing a comprehensive questionnaire that subtly covers all aspects of job performance related issues. Issues like if there are ill-feelings of rivalry and conflicts between the employees, if the working environment is conducive to good performance and the availability of incentives and other resources that affect job performance are to be investigated. Then the results need to be combined and assessed critically. The report should be presented to the line manager. The line manager has the power to endorse and implement the report or to dismiss it. If the line manager accepts the report and the employees are able to incorporate the findings into their practice, they would be able to substantially improve the quality of their work. When employees take ownership for their work, they express much greater satisfaction at what they do (Hitt et al., 2008). A better input means a better output. Thus the earnings of the business would also increase. III. Strategic plan to improve the problem situation (Real world) 1. Comparison of the conceptual models with the problem situation expressed in the real world This section compares the model with the real world. It assesses the applicability of the system in the real world. The following paragraph makes a comparison of the system with the real world and recommendations to improve. Obtaining information on the resources needed is a problem that the managers/staff would face. Questionnaires can be distributed to acquire the required information. In the real world, this is not done efficiently since many people do not take feedback seriously. This can be overcome by making the feedback compulsory and by emphasizing its importance. The working environment is also difficult to monitor and change according to the requirements. In the real world, peer pressure, competition, jealousy etc compromise the peace of the working environment. This can be checked by fostering healthy interaction between the staff. The line manager can ensure integrity and professionalism by appreciating the achievements of the employees individually and by promoting the observance of ethical, ethnic, moral standards of conduct (Kerzner, 2009). Motivation of employees is integral to promote the value of their work. However, in the real world this is not practiced frequently because the managers are over-stressed and have little interaction with the employees due to their busy schedule. This problem can be overcome by the managers reprioritizing and making appreciation of the performance of employees part of their routine interaction with them. Also, better performance can be achieved by stressing on shared goals and objectives. By encouraging teamwork, there could be an overwhelming sense of camaraderie and everyone could be in the same boat rowing towards a common destination (Gido, 2009). These changes can be enacted at different levels of hierarchy- the ordinate and the sub-ordinate- to bring about effective implementation of the model. 2. Determining desirable and feasible changes Step 6 of the methodology explores possible interventions. The changes that need to be mage in order to implement the system are both behavioral and structural. If change is needed in the attitude of the colleagues, they need to bend and be more flexible in their interaction with peers. In order to increase incentives and perks for the employees, the business should allocate a certain amount of profits for this purpose. This decision is not in the hands of the line manager and therefore the authorities and stakeholders are expected to comply with the line manager to improve the benefits for the staff. The proposed model can have a chance of failure as well if the concerned bodies do not comply with the people who are ready to introduce a change. Also, since the stakeholders and the heads of the business have the veto power, they can reject any recommendation that they are in negation with, albeit its usefulness for the employees. Collaboration of the employees is essential to guarantee the success of the changes. The shift of focus from individual to collective level does not only promote teamwork but also raises moral development (Sosik, 2009). One must also take into account the risks and interventions that are involved. 3. Action to improve the situation Step 7 of the methodology sums up the approach. It can be seen that the model largely matches the real life situation; where it does not, the desirable and feasible changes can be enforced to improve the situation. The action plan should not be incorporated to challenge the supervision of the lime manager; rather the employees should develop it with the intention of facilitating the manager. It can be seen that there is obvious potential for the improvement of the value of work for the employees in the real world; however where differences are present, one can see that these differences are not hard to subjugate. With proper organization and foresight, these models could be integrated into practice. The importance of differences in the models and the real world highlights that the real world is not perfect. The models are theoretical and even when they are implemented, 100% job efficiency satisfaction can not be achieved. The open-endedness of the models makes them difficult to manage and the system can easily overlook environmental and structural determinants (Jarvis). However, if the models are built scrupulously and conscientiously, the models can achieve near to perfect aims. It should be noted that the higher authorities have the ultimate power and margin should be made to accommodate the opinions of the authorities as well. The model should be formulated in such a way that it does not come in conflict with the interests of the business. CONCLUSION For employees to achieve increased work output, it is necessary to make a detailed analysis of the elements involved- the employers and employees, the organization and the macro-environment. Employees can work on the factors that are impeding them from performing well; the line managers could assist in the process by helping create a healthy working environment and by delegating tasks wisely. Teamwork is the key to modern management and successful managers and teams are often those who achieve their goals through concerted efforts (Gupta, 2007). Besides, facilities and incentives can be provided to the employees that will motivate them to work harder. The cooperation of the organizational heads is important in the successful implementation of these changes. The consequence of introducing these measures in practice can lead to increased output and cause the business to thrive and flourish. However, the progress of the new system needs to be monitored closely and feedback should be taken to make the system more effective. BIBLIOGRAPHY Gido, J., (2009). Successful Project Management. Ed 4. Ohio (OH): Cengage Learning. Gill, J. & Johnson, P., (2009). Research Methods for Managers. London: SAGE Publications Ltd. Gupta, B. L., (2007). Governance And Management Of Technical Institutions. New Delhi: Concept Publishing Company. Hersh, M. A. & Hamburg, I., (2006). Mathematical modelling for sustainable development. Germany: Birkhäuser. Hitt, M. A., Ireland, R. D. & Hoskisson, R. E., (2008). Strategic management: competitiveness and globalization: concepts & cases. Ohio (OH): Cengage Learning. Jarvis, C. CATWOE & Soft Ststems Methodology. [Online] BOLA. Available at: http://www.bola.biz/research/ssm.html . [Accessed 3 May 2010]. Kerzner, H., (2009). Project management: a systems approach to planning, scheduling, and controlling. USA: John Wiley and Sons. Ramírez, R., Selsky, J. W. & Heijden, K. V., (2008). Business planning for turbulent times: new methods for applying scenarios. London: Earthscan. Sosik, J. J., (2009). Full Range Leadership Development: Pathways for People, Profit and Planet. New York (NY): CRC Press. Strijbos, S. & Basden, A., (2006). In search of an integrative vision for technology: interdisciplinary studies in information systems. New York (NY): Birkhäuser. Read More