Organizational Theory and Soft Systems Methodologies

Ho, Kario; Sculli, D.

doi:10.1108/02621719410063413

Cited by 23 publications

(16 citation statements)

References 5 publications

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“…Due to the ambiguity surrounding the term problem (Mitchell 1993, pp. 49-58;Ho and Sculli 1994), defining a problem more specifically requires particular conceptual tools, especially when a problematic situation is compounded by the lack of clear facts. Fortunately SSM provides a logic which allows users to stipulate problems in a fairly exact manner.…”

Section: Understanding Ssmmentioning

confidence: 99%

Managerial Effectiveness from a System Theoretical Point of View

Georgiou

2006

Syst Pract Act Res

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This paper defines managerial effectiveness as the ability to answer three questions: (1) Given sparse knowledge of a problematic situation, how is it possible to extract information from it?; (2) If such information can indeed be extracted, how can it be structured in a way which enables rigorous problem definition?; and (3) If a problem can indeed be defined rigorously, how can this definition be used to inform a systemic approach toward resolution? Managerial effectiveness, in other words, is understood as the ability to make systemic decisions in the absence of clear facts. A configuration of Soft Systems Methodology (SSM) is presented, and it is argued that this configuration addresses the three questions and facilitates useful and practical systemic results in the face of partial information. Overall, the paper provides a theoretical basis for discussing managerial effectiveness, a decision making model which renders the theory operational, a teaching and training tool for disseminating SSM, and a blueprint from which to begin considering software support for the methodology.

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Section: Understanding Ssmmentioning

confidence: 99%

Managerial Effectiveness from a System Theoretical Point of View

Georgiou

2006

Syst Pract Act Res

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“…The case study was conducted in 1986 by the present author as part of the work to study for an MA degree in management systems at the Department of Management Systems and Sciences, University of Hull, UK (Ho, 1986). It has been reported in a number of different places to examine different topics, such as the employment of the strategrc assumption and surfacing technique (SAST) of Mason and Mitroff (1981) (see Jackson, 1989); the employment of organizational theories in the RPB exercise of Checkland (1981) (see Ho and Jackson, 1987;Ho and Sculli 1994a); and the theoretical validity of the TSI approach of Flood and Jackson (1991) (see Ho, 1994~). It has also been incorporated in the work of Flood and Jackson (1991) on TSI as an exercise.…”

Section: A Case Studymentioning

confidence: 99%

“…It can then be subjected to a critical evaluation in relation to the restrictiveness of the unitary perspective and the problematic situation facing the company. The problematic situation can be captured in the MPSB RPB exercise (Ho and Sculli, 1994a).…”

Section: An Evaluation Of the Case Study From The Mpsb Perspectivementioning

confidence: 99%

An example of the operation of the MPSB filter

Ho¹

1995

Systems Research

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The multi‐perspective, systems‐based (MPSB) framework has been formulated as a meta‐structure of knowledge of management disciplines. As such, it also acts as a powerful filter (or lens) for managers to make sense of the various management approaches and techniques that their companies employ from time to time. This paper describes, with the help of a case study, how it works. In the process, the various key concepts of the MPSB project are also explained and utilized in the case study.

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“…Systems methodologies are embedded in the concept of wholeness and offer a holistic approach to various disciplines of studies (Checkland, 1999). Originating from operational research and management science, systems methodologies initially fostered the scientific approach to problem-solving (Ho and Sculli, 1994), which is referred to as the hard systems methodology. A shift was soon made toward a more humanistic emphasis, marked by Vickers' (1965) appreciative systems, which considers people's perception and judgement as a critical element of systems methodologies.…”

Section: Introductionmentioning

confidence: 99%

Emotion: the missing part of systems methodologies

Wang

Ahmed

2003

Kybernetes

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Metadata onlyThis conceptual paper first examines the critical evolutionary stage of systems methodologies – from hard systems to soft systems, and elaborates their different focuses. This paper further explores the granularity of the “softness” of systems methodologies, and identifies a missing part: emotion. The emotional aspect of systems is associated to various soft elements of systems methodologies, such as value, perception, human well-being, creativity and learning. Unfortunately, existing literature does not demonstrate a sufficient consideration of the role of emotion in systems methodologies. This paper incorporates the emotional aspect and discusses the role of emotion in effective systems methodologies

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Organizational Theory and Soft Systems Methodologies

Cited by 23 publications

References 5 publications

Managerial Effectiveness from a System Theoretical Point of View

Managerial Effectiveness from a System Theoretical Point of View

An example of the operation of the MPSB filter

Emotion: the missing part of systems methodologies

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