SSM Flashcards
Organizational Analysis
Describe org in terms of how it does what it does. Model replicates org behaviour.
- Attempt to resolve org based problems
- Concerns on social and cultural facets of org life
- Many concerns need description based on business processes
- Ask “What do we take the org to be doing”
Complexity in the Org
-Organizations can be Hard or Soft
-Functional breakdowns emphasize common functions but may overlook unique aspects.
-Uniqueness of organizations arises from history, people, culture and values.
Problems of Change
- Defining current state of organization unit is challenging due to its complexity
- Predicting the future state is more problematic as responses to change are unknown
- Future scenarios are best-defined possibilities, including time-dependencies.
- Organizations lack predictability.
Two Views
Cultural and logic Based views. Both needed for change. SSM lacks real world validation. Uses CATWOE.
Models and Methods
Value judgements rely on implicit models. Unexamined models lead to indefensible arguments. Problems are complex. Need defensibility.
Defensible Arguments
Business analysis centers on building defensible change arguments via situation modeling and an audit trail; reviewers assess organizational unit performance (efficiency, efficacy, effectiveness), informing change recommendations.
Answers for Defensible Arguments
Analyst assessments often rely on intuition and experience, which can be subjective; explicit analysts use specific standards, competitive references (not absolute rules), ensuring more reliable and relevant recommendations for the organization.
Why SSM
Impossible to describe real world in terms of human activity with valid non-continuous descriptions. Models sometimes describe ways of thinking about the real world. Confusion arises when building hard models.
Differences between SSM and SE
- SE good for well defined problems
- SSM is valuable for addressing less defined problems
- Concepts and structures in SSM are independent and specified separately.
Intellectual Planning
Strategic approach to problem. Defensible use of intellectual tools. Thinking about how to think is essential for effective problem solving.
Human Activity System
Similar sized companies unique due to individuals, culture etc. This is why copying may not always yield results.
What makes up a HAS
- Purposeful activity is a common element in all organizations
- Various statements of purpose can serve as definitions and source of business modelling
- Defining purpose allows deriving what organization needs to do to achieve that purpose
- Single statements of purpose represent specific perceptions.
Systems and Specs from SSM View
Systemic Paradigm states that the whole is more valuable than the sum of its parts. System includes relationships between parts. Inclusion of relationships in emergent property defines the system.
Root Definition
Transformation process considered the core. Can be used in itself as a RD.
Ex. What is required for input, What steps lead to output, How is output made available.
SSM Paradigm
Interpretive viewpoint, dynamic flow of ideas. Different actors will perceive flows differently. Interconnected nature of world aligns with system concept aiding in dealing with reality.
Nature of SSM
Checkland says SSM is a learning system. learning about HAS and project focus and methodology.
Creativity of SSM
Sense Making Device, emphasising nature. Allow for creative adaptation. Facilitates proposing new ideas. Rich Picture innovative and promote holistic thinking.
Learning and Thinking Aspects
SSM capability closely tied to facilitation of learning. Natural management process. Promotes learning about problem situation, makes it flexible for understanding.
SSM Limitations
Not a problem solving methodology, as it is interpretive. Non-formal models that only represent ideal situations. Lacks technological tools to understand results and outcomes.
Description of SSM
7 step analysis process using HAS as info tool. Steps don’t need to be followed in order.
7 Steps
- Unstructured Problem situation
- Expressed Problem situation
- Root Definitions (CATWOE)
- Conceptual Models
- Compare Models to Real World
- Feasible Changes
- Actions to improve problem situation
Basic elements of SSM
Try to identify problem situations, strategies include rich picture. Generate conceptual model of system using CATWOE.
Rich Picture
No strict rules, unique. Interpretive nature.
Conceptual Models
System Model of Human Activities. Uses verb list, each verb modelled using RD. Models represent real world complexities.
Feasibility and Changes
Models are basis for reasoned debate about improving problem situations. Tries finding adjustments instead of improving model. Discuss feasible and favorable changes that can be made.
Laws of Procedure
- Conceptualization Law
- Model-Building Law
Conceptualization Law
Don’t define a model for a system serving another system until there exists a model for that system.
Model Building Law
Model of HAS should be composed of verb groups defining activities that actors can perform.
Three Es of Performance
- Efficacy: Do tools operate, do transformations take place?
- Efficiency: Comparison of obtained output with needed resources.
- Effectiveness: Can achieve system goals in the long run according to goals specified in RD.
Applications of SSM
- Used in research ex. System Design/Analysis
- Practically applied to organizational analysis
- Used at NHS community level. Soft approach to transferring patient info.
- General system analysis method developed from system engineering concepts.
Advantages of SSM
- Intervention Management
- Process of Thinking
- System of problem content
Disadvantages of SSM
- Methodology (Time Consuming)
- Organizational Situation
- Problem Content
SSM in IT Organization 7 elements
Philosophy, Model, Techniques, Tools, Scope, Output, Practice and Product. Focus on meeting org needs through SSM.
CATWOE
C-Customer
A-Actor
T-Transformation
W-World View
O-Owner
E-Environmental Constraints
Discrete Event System
Used to account for randomness by adding a discrete variable. Improves system capacity, using resources or queueing time.
DES key attributes
Entities, Events, Activities and Attributes
Modelling (in SSM)
Represents objects flowing in the system that trigger an onset activity.
SSM Model
- 7 Stage Model, distinction between activities in real world and thinking
- Methodology constructed on real world situations but distinction above still made.
- Whole methodology is systematic form i.e model represents views of key actions.
- Key reason for distinction above is so real world developments aren’t confused
Problem Situation
Methodology assumes there is some problematic perceived real world situation. 1st stage represents this.
Main Activities of Root Def. (example of key personnel)
- Identify shortage of key personnel
- Train personnel
- Use personnel in jobs other than what they were trained for
- Allow them to question their personal futures
- Allow them to interact with other forms of society
- Lose Personnel
- Realize continual shortage of personnel
Problem Situation and Traps
Perceive trap, analyse situation, problem context and problem solving system.
Checklist for starting analysis, culture of problem situation, analysis of culture, appreciation etc.
Attribute of Culture
History
Contingency
Symbolic Forms
Formalisms
Behaviours
World Views and Relevant Views
SSM enhances process of application. Change considered through appreciation. Enhances Communication. Different implicit models regarding issues.
Aim of modelling
Simple representation of organized sets of activities.
HAS models must show:
minimum but necessary set of activities which would be required to achieve some purpose in a systematic way.
