Managing without the cavalry: an exploration of the participative use of soft systems methodology

Abstract

Modern systems thinking has figured prominently in the field of Management Science. A development of this is P. B. Checkland's (1981) Soft Systems Methodology, or SSM, which emerged as a management intervention for improving unstructured problem situations. Because of Checkland's frequent and explicit reference to interpretivist social theory and his emphasis on debate, learning and the methodology's freedom from dependence on 'experts', SSM appears well suited to applications outside of management. In order to facilitate such a transfer, this research undertakes a study of SSM in action in a participative setting. The 'vehicle' for the research is an investigation of methodology in Religious Studies. The primary focus here is on the participative use of SSM by those unfamiliar with it rather than the problem which was addressed by the group. The research comprises observations of group process and interviews with each participant. The history of modern systems thinking is selectively covered as are the debates arising from the introduction of SSM as a new 'epistemological break' in Management Science. The methodology works well in structuring discussion and assisting in a self- directed learning project. Problems of transfer are apparent though, and these suggest further examination of the methodology's theoretical assumptions, in particular Checkland's heuristic distinction between a 'real world' and a 'systems world'. One recommendation emerging from this study is an exploratory research project into the methodology's use in atypical applications and without dependence on an 'expert'. This would explore, for example, its usefulness as a tool to facilitate group exploration of unstructured problems of an intellectual nature. Such a project should give full expression to the iterative and reflective capacity of SSM.