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.
