500
Views
4
CrossRef citations to date
0
Altmetric
Articles

Overcoming the challenge of those new with SSM in surfacing relevant worldviews for action to improve

ORCID Icon, , &
Pages 1919-1934 | Received 25 Sep 2020, Accepted 11 Aug 2021, Published online: 07 Sep 2021

References

  • Armenakis, A. A., & Bedeian, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25(3), 293–315. https://doi.org/10.1177/014920639902500303
  • Armstrong, R. (2019). Elaborating a critical realist approach to soft systems methodology. Systemic Practice and Action Research, 32(4), 463–480. https://doi.org/10.1007/s11213-018-9466-7
  • Bergvall-Kåreborn, B. (2001). Enriching the model-building phase of soft systems methodology. Systems Research and Behavioral Science, 19(1), 27–48. https://doi.org/10.1002/sres.416
  • Bergvall-Kåreborn, B., Mirijamdotter, A., & Basden, A. (2004). Basic principles of SSM modeling: An examination of CATWOE from a soft perspective. Systemic Practice and Action Research, 17(2), 55–73. https://doi.org/10.1023/B:SPAA.0000018903.18767.18
  • Brocklesby, J. (2007). The theoretical underpinnings of soft systems methodology—Comparing the work of Geoffrey Vickers and Humberto Maturana. Systems Research and Behavioral Science, 24(2), 157–168. https://doi.org/10.1002/sres.819
  • Cezarino, L. O., Liboni, L. B., Oliveira, M. F., & Caldana, A. C. F. (2016). Soft systems methodology and interdisciplinarity in management education. Systems Research and Behavioral Science, 33(2), 278–288. https://doi.org/10.1002/sres.2383
  • Checkland, P. (1981). Systems thinking, systems practice. Wiley.
  • Checkland, P. (1983). O.R. and the systems movement: Mappings and conflicts. The Journal of the Operational Research Society, 34(8), 661–675. https://doi.org/10.2307/2581700
  • Checkland, P. (1985). From optimizing to learning: A development of systems thinking for the 1990s. The Journal of the Operational Research Society, 36(9), 757–767. https://doi.org/10.2307/2582164
  • Checkland, P. (2000). Soft systems methodology: A thirty year retrospective. Systems Research and Behavioral Science, 17, (S1), S11–S58. https://doi.org/10.1002/1099-1743(200011)17:1+<::AID-SRES374>3.0.CO;2-O
  • Checkland, P. (2011). Autobiographical retrospectives: Learning your way to ‘action to improve’ – the development of soft systems thinking and soft systems methodology. International Journal of General Systems, 40(05), 487–512. https://doi.org/10.1080/03081079.2011.571437
  • Checkland, P. (2019). Reflections on 40 years in the management field: A Parthian shot (friendly). Journal of the Operational Research Society, 70(8), 1219–1223. https://doi.org/10.1080/01605682.2019.1590137
  • Checkland, P., & Holwell, S. (1998). Action research: Its nature and validity. Systemic Practice and Action Research, 11(1), 9–21. https://doi.org/10.1023/A:1022908820784
  • Checkland, P., & Poulter, J. (2006). Learning for action: A short definitive account of soft systems methodology and its use, for practitioners, teachers and students. Wiley.
  • Checkland, P., & Poulter, J. (2010). Soft systems methodology. In M. Reynolds & S. Holwell (Eds.), Systems approaches to managing change: A practical guide (pp. 191–242). Springer. https://doi.org/10.1007/978-1-84882-809-4_5
  • Checkland, P., & Scholes, J. (1990). Soft systems methodology in action. Wiley.
  • Checkland, P., & Tsouvalis, C. (1997). Reflecting on SSM: The link between root definitions and conceptual models. Systems Research and Behavioral Science, 14(3), 153–168. https://doi.org/10.1002/(sici)1099-1743(199705/06)14:3< 153::aid-sres134 > 3.0.co;2-h
  • Checkland, P., & Winter, M. (2006). Process and content: Two ways of using SSM. Journal of the Operational Research Society, 57(12), 1435–1441. https://doi.org/10.1057/palgrave.jors.2602118
  • Chevallier, A. (2016). Strategic thinking in complex problem solving. Oxford University Press.
  • Connell, N. A. D. (2001). Evaluating soft OR: Some reflections on an apparently ‘unsuccessful’ implementation using a soft systems methodology (SSM) based approach. Journal of the Operational Research Society, 52(2), 150–160. https://doi.org/10.1057/palgrave.jors.2601054
  • Cox Andrew, A. M., Pinfield, S., & Rutter, S. (2019). Extending McKinsey’s 7S model to understand strategic alignment in academic libraries. Library Management, 40(5), 313–326. https://doi.org/10.1108/LM-06-2018-0052
  • Guenzi, P., & Storbacka, K. (2015). The organizational implications of implementing key account management: A case-based examination. Industrial Marketing Management, 45, 84–97. https://doi.org/10.1016/j.indmarman.2015.02.020
  • Hanafizadeh, P., & Mehrabioun, M. (2018). Application of SSM in tackling problematical situations from academicians’ viewpoints. Systemic Practice and Action Research, 31(2), 179–220. https://doi.org/10.1007/s11213-017-9422-y
  • Hayes, J. (2018). The theory and practice of change management. Palgrave.
  • Haynes, M. G. (1995). Soft Systems Methodology. In K. Ellis, A. Gregory, B. R. Mears-Young, & G. Ragsdell (Eds.), Critical issues in systems theory and practice (pp. 251–257). Springer. https://doi.org/10.1007/978-1-4757-9883-8_35
  • Jackson, M. C. (1993). Signposts to critical systems thinking and practice: An invited article. Kybernetes, 22(5), 11–21. https://doi.org/10.1108/eb005982
  • Jackson, M. C. (2007). Systems approaches to management. Springer Science & Business Media.
  • Kaplan Robert, S. (2005). How the balanced scorecard complements the McKinsey 7‐S model. Strategy & Leadership, 33(3), 41–46. https://doi.org/10.1108/10878570510594442
  • Ledington, P., & Donaldson, J. (1997). Soft OR and management practice: A study of the adoption and use of soft systems methodology. The Journal of the Operational Research Society, 48(3), 229–240. https://doi.org/10.2307/3010421
  • Ledington, P. W. J., & Ledington, J. (1999). The problem of comparison in soft systems methodology. Systems Research and Behavioral Science, 16(4), 329–339. https://doi.org/10.1002/(SICI)1099-1743(199907/08)16:4 < 329::AID-SRES250 > 3.0.CO;2-C
  • Mingers, J., & Rosenhead, J. (2004). Problem structuring methods in action. European Journal of Operational Research, 152(3), 530–554. https://doi.org/10.1016/S0377-2217(03)00056-0
  • Mingers, J., & White, L. (2010). A review of the recent contribution of systems thinking to operational research and management science. European Journal of Operational Research, 207(3), 1147–1161. https://doi.org/10.1016/j.ejor.2009.12.019
  • Minto, B. (2010). The Minto pyramid principle: Logic in writing, thinking, and problem solving. Minto International.
  • Palatková, M. (2011). The 7-S-McKinsey model: An implementation tool of a destination marketing strategy in the Czech Republic. Journal of Global Information Management, 3(1/2), 44–54.
  • Paucar-Caceres, A., & Jerardino-Wiesenborn, B. (2020). A bridge for two views: Checkland’s soft systems methodology and Maturana’s ontology of the observer. Journal of the Operational Research Society, 71(4), 660–613. https://doi.org/10.1080/01605682.2019.1578629
  • Pettigrew, A. M. (1985). Contextualist research and the study of organizational change processes. Research Methods in Information Systems, 1, 53–78.
  • Pettigrew, A. M. (1987). Context and action in the transformation of the firm. Journal of Management Studies, 24(6), 649–670. https://doi.org/10.1111/j.1467-6486.1987.tb00467.x
  • Platt, A., & Warwick, S. (1995). Review of soft systems methodology. Industrial Management & Data Systems, 95(4), 19–21. https://doi.org/10.1108/02635579510086698
  • Rasiel, E. (1999). The McKinsey way: Using the techniques of the world's top strategic consultants to help you and your business. McGraw-Hill.
  • Rousseau, D., & Billingham, J. (2018). A systematic framework for exploring worldviews and its generalization as a multi-purpose inquiry framework. Systems, 6(3), 27. https://doi.org/10.3390/systems6030027
  • Self, D. R., Armenakis, A. A., & Schraeder, M. (2007). Organizational change content, process, and context: A simultaneous analysis of employee reactions. Journal of Change Management, 7(2), 211–229. https://doi.org/10.1080/14697010701461129
  • Tice, W. (2011). McKinsey 7S Model: A strategic assessment and alignment model. Retreived from https://whittblog.wordpress.com/2011/04/24/mckinsey-7s-model-a-strategic-assessment-and-alignment-model/.
  • Tsouvalis, C., & Checkland, P. (1996). Reflecting on SSM: The dividing line between ‘real world’ and ‘systems thinking world. Systems Research, 13(1), 35–45. https://doi.org/10.1002/(SICI)1099-1735(199603)13:1<35::AID-SRES73>3.0.CO;2-O
  • Uchiyama, K. (2009). A concise theoretical grounding of action research: Based on Checkland’s soft systems methodology and Kimura’s phenomenological psychiatry. The Institute of Business, Daito Bunka University.
  • Van de Ven, A. H., & Huber, G. P. (1990). Longitudinal field research methods for studying processes of organizational change. Organization Science, 1(3), 213–219. https://doi.org/10.1287/orsc.1.3.213
  • van de Water, H., Schinkel, M., & Rozier, R. (2007). Fields of application of SSM: A categorization of publications. Journal of the Operational Research Society, 58(3), 271–287. https://doi.org/10.1057/palgrave.jors.2602156
  • Waterman, R. H., Jr., (1982). The seven elements of strategic fit. The Journal of Business Strategy, 2(3), 69.
  • Waterman, R. H., Jr., Peters, T. J., & Phillips, J. R. (1980). Structure is not organization. Business Horizons, 23(3), 14–26. https://doi.org/10.1016/0007-6813(80)90027-0
  • Whipp, R., Rosenfeld, R., & Pettigrew, A. (1989). Culture and competitiveness: Evidence from two mature UK industries. Journal of Management Studies, 26(6), 561–585. https://doi.org/10.1111/j.1467-6486.1989.tb00745.x
  • Wilson, B. (2001). Soft systems methodology: Conceptual model building and its contribution. Wiley.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.