5 pages in length. Ralph Johnson, quoted in Jackson's "Software Requirements & Specifications: A lexicon of Practice: Principles and Prejudices," said: "We have a tendency to focus on the solution, in large part because it is easier to notice a pattern in the systems that we build than it is to see the pattern in the problems we are solving." When analyzing this passage as it relates to Peter Checkland's soft system methodology (SSM), it is relatively easy to understand why there is such a tremendous discrepancy in the approach to problem/solution equations. Bibliography lists 5 sources.
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the solution, in large part because it is easier to notice a pattern in the systems that we build than it is to see the pattern in the problems we
are solving" (Jackson, 1995, p. PG). When analyzing this passage as it relates to Peter Checklands soft system methodology (SSM), it is relatively easy to understand why there is
such a tremendous discrepancy in the approach to problem/solution equations. Applying this concept to the organizational environment finds that those who seek a finite solution are missing the broader concept
of problem solving. According to Checklands conceptual structure, one must "keep the project vague and wide for as long as possible - dont jump to conclusions nor assume or
ignore the current situation e.g. by concentrating on idealised futures" (Jarvis, 2002). The fundamental basis of SSM defies a working relationship between fluctuating nature of human interaction (soft system)
and the rigidity of physics, engineering, etc. (hard system). When brought together, these two polar opposites tend to repel any semblance of effective problem solving, inasmuch as there is
a significant inability to look beyond the issues superficial fa?ade. A successful SSM project abides by the following guideline: * examination of the problem situation * analysis
of the ingredients (using a rich picture method) * coming to a root definition of significant facets of the system of interest * conceptualisation and modelling *
comparison of concept/ideal to actual * definition and selection of options * design of action programme * Implementation (Jarvis, 2002).
Beer et al (1993) contend that organizational development can only occur if one truly understands the underlying causes of problems and successes. In the midst of organizational crisis, one
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