Chapter 4 - Hard Systems Methodology vs Soft System Methodology

7/22/2019 Chapter 4 - Hard Systems Methodology vs Soft System Methodology

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BM031-3-3

MANAGEMENT PROBLEM

SOLVING

BA (Hons) Business Management

BA (Hons) Human Resource Management

Hemalatha.R


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BM031-3-3

MANAGEMENT PROBLEM

SOLVING

Chapter 4

Hard Systems Methodology Vs SoftSystems Methodology


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BM031-3-3 Managing Problem Solving Problem Solving, Creativity, Resistance to Change 3

Topic and Structure of lesson

Hard Problems Vs Soft Problems

Hard Systems Thinking Vs Soft Systems

Thinking Hard Systems Methodology Vs Soft

Systems Methodology


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At the end of this lecture, you should be able to:-

Develop an awareness of the hard and soft systemapproaches and how they can be used to understandand deal with complexity and system behavior in a

business/management context Identify the theoretical stages of Hard System

Methodology and Soft Systems Methodology

Apply where necessary relevant frameworks in a

given business environment. Demonstrate a logical understanding of the similarities

and differences of these two system thinkingapproaches.

Learning Outcomes


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The Nature of Problems

Assumptions of problems solvers in the problem

solving activity:- The existence of the problem may be taken for granted

The structure of the problem can be simplified or reducedso asto make its definition, description and solution manageable.

Reduction of the problem does not reduce the effectiveness of

the solution

An optimal or superior solution exists

Selection of the optimal solutionis a rational processofcomparison (measures of performance against criteria)


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Hard Vs Soft Problems

Problems can be categorized as either hardor soft,each with unique characteristicsrequiring distinctlydifferent approaches to resolve.

Hard problemsare well defined where the Whatandthe Howcan be determined early in the research or

system design methodology. A definite solution existsand specific objectivesmay

be defined.

Hard problems constitute the essence of the systemsengineering approach.

In contrast, Soft problemscontain social and politicalelementsthat confound problem definition and resolution(also referred to as wicked problems).

The question of How to improve national health carein the Malaysiarepresents a soft problem.


7/49BM031-3-3 Managing Problem Solving Problem Solving, Creativity, Resistance to Change 7

Hard Vs Soft Problems

Hard problemscan be well defined Solve them How

Example: We need to handle 20,000 customer ordersper day entering our system from 800 terminals basedaround the country.

Hard systems approaches are fundamentally basedon a means-end rationality

Assumes that ends are easilyand objectivelydefinable

Soft problemsare difficult to defineFind them outfirst What as well as How

Example: Our customer complaints are increasing, andour customer retention is decreasing.



Systems Thinking uses a variety oftechniques that may be divided into :-

Hard Systems Thinking.

Soft Systems Thinking.

How do we think of the system we are

developing?

System Approaches



Hard Systems Vs Soft Systems

Thinking

HARD SYSTEMS SOFT SYSTEMS

Problem has a definite solution There are many problems to be

solved

Problem has a number ofachievable goals

Goals cannot be measured

They answer the how questions Emphasis is on what as well as

how questions

Has a deterministic complexity Has a unpredictable, non-

deterministic, non-definable

complexity

Likely to have defined parameters

for failures

Less easily dealt with



Hard Systems Thinking

Involves simulations, often using computersand thetechniques used in operations research.

Looks at the How?meaning, how to best achieve andtest the selected option of development and analysis.

Have explicit objectivegoverned by fixed rulessuch as

those encountered in decision making. The world is made up of systems (mechanistic idea?)

Described with formalnotations

Understood with rational analysis

We can model everything we need to know about aboutour system through requirements.

Character ist ic of hard systems : StochasticStatistically based on probability. Deterministicfixed inputs and known outputs


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Accent using - Hard Systems

Thinking

Accent management knows what is

needed.

They will specify the requirements and thenecessary components for the system.

You will never interact with the individual

bodyshop owners.



Worst Case Scenario I

The system is implemented but never

used.

Individual owners cant do their specialprocessing.



Limitations of Hard Systems

Thinking

Assumes consensus (one set of

requirements is possible)

Does not give weight to un-quantifiablevariables (e.g. politics, aesthetics, culture)

Assumes decision makers have the power

to implement solutions



Soft System Thinking

Soft systems looks at the What?of the system; What to

do to achieve an improvement, Usually analysis before

application or implementation

Concerned with human activityIts too impractical to model the worldas a system.

We cannot practicallymodel everything we need to know

through requirements.

We need take some factors separately into account: Lack of consensus

politics, aesthetics, culture



Sure enough, we know that there are all

kinds of crazy strangers, but it generally

comes as a surprise when people at our

own workplace turn out to be pacifists,

Buddhists, vegetarians, or even

Catholics.




Engineering approach can be inappropriate for

soft problems (with fuzzy requirements).

Soft systems approaches (Soft Systems

Methodology, Soft OR) assume: organizational problems are messy or poorly defined

stakeholders interpret problems differently (no objective reality)

human factors are important

creative, intuitive approach to problem-solving outcomes are learning, better understanding, rather than a

solution




Each of us reveals only a glimpse of our own world view in our

relationship with othersand this may lead to misunderstanding and

conflicts. Each of us is constantly guessing at what other people

really mean, what they really intend and really believe. When the

General Manager announces his intention to reorganize adepartment, some people likely to be affected may read into the

announcement all sorts of ulterior motives which may or may not be

correct. In human relationships it is perhaps easy to see how

disputes and strikes start, how marriages break down and how wars

break out. Part of a managers job is to anticipate misunderstandings

and to aim for better communication, but even with the best of efforts

sometimes wicked, messy situations may result

Alan Warr ing (2002)



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Accent with Soft Systems Thinking

Talk to individual owners.

Understand the situation and foresee

problems. Discuss these with management.


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Limitations Of Soft System

Thinking

Lack of scientific rigour

Assumes consensus can be achieved

May be tooimpractical


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What is a Methodology?

A methodology is a system of method

Two types of methodology

Algebraic methodology System of method employed in algebra

Algebra (al-jabr) reunion of broken parts

Logic is used in the algebraic methodology

Systems methodology Systems methodology enables us to see systems

as a whole


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Two dimension of systems methodology A framework of reality:

a system of systems concepts (systems theories)

An operational systems methodology: Design approach towards systems

Deal iteratively with concept of structure, function and process Inquiry: analysis, synthesis, process orientation

Systems methodology has two domains of inquiry; the study of methodsby which we pursue systems scholarship

and produce systems knowledge, and

the identification and description, methods, and tools forapplying systems theory and systemic thinking in the analysis,design and development of complex systems.

What is a Systems Methodology


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Hard Systems Methodology

Developed by the Open Universityin the early 1980's

Provides an approach that starts with a specific decision,problem or opportunity, and uses a pragmatic method topromote decisions and changes

Hard systems methodologies are useful for problemsthat can justifiably be quantified. However, it cannoteasily take into account unquantifiable variables(opinions, culture, politics, etc), and may treat people as

being passive, rather than having complex motivations

HSM is used by a variety of organizations, includingpublic, private, and academic sectors.


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Operational Research is a hard, well defined system.Examples of areas that apply hard systems methodologyare:

Project Management

Forecasting

Simulation Mathematical Programming

Decision Theory

Hard Systems Methodology iss imi lar

to the Soft System Methodology inthat it also involves investigating and resolving problem situations, orsituations that need improving. The main dif ferenceis that HSM is moresuitable when the situation is reasonably well-known and understood,example it could be used after a software system failure, to investigate the(possibly multiple) causes and define changes to avoid repetition.



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NINEstages of HSM developed by the Open university SystemGroup (1984, 1993)

1. Doing the ground-work(identifying the client-set and its- world-view, and establishing communication and mutual confidence)

2. Gaining awareness and understanding of the perceivedproblem(the current position, systems description)

3. Establishing overall goal and set of objectives(the position tobe reached; constraints to be contended with)

4. Finding ways to reach objectives(creative, divergent thinkingfollowed by structured focusing on a range of practical possibilities)

5. Devising assessment measures(quantitative and qualitativemeasures of performance)

6. Modeling(techniques to test possible options against measuresof performance)



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7. Evaluation(assessing the likely outcomes of each option under a

range of possible conditions, testing credibility with client set)

8. Making a choice(selecting the route that best meets the

objectives, given the constraints and prevalent word-view)

9. Implementation(putting the solution into effect; may requirefurther systems design work)



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NINEstages of HSM

1. Doing the ground-work(identifying the client-set and its-world-view, and

establishing communication and mutual confidence)

Identifying and establishing a working relationship with the client-set

Require access to client-set

Establishing various interests (who owns the system concerned, who

owns the problem, who can give or withhold approval, what attitudes areprevalent, etc)

Clients are well guarded in their response

Resistance will be encountered

Building and maintaining trust and confidence essential in study

effectiveness

Internal/External Analyst role crucial

3 practical ways to clarify matters Agree formally with client set what the project topic is and its likely scope

Find out client-set world-view in relation to the task and whether there is a general

agreement about the nature of the current position

Find out as early as possible what the client-set would consider to be a successful

outcome - expectations


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2. Gaining awareness and understanding of the perceived problem(the currentposition, systems description)

Examining the system that contains the problem and identifying components in

systems terminologyanalyst has clearer perspective of problem and effects of

trying to solve the problem

Diagramming techniques - useful (System Mapsetc)

System description sets the scene and enables selection of a system whichseems to hold the keysolution to problem

3. Establishing overall goal and set of objectives(the position to be reached;

constraints to be contended with)

Expectationanalyst as the expert producing perfect solution

Clear and agreed objectives of system project to be outlines

Defining what success means to client-set, what resources limits they have andwhat things they cannot entertain

Objectives and constraints will be a mixture of quantitative and qualitative things

Draw an objectives hierarchy (similar to organization charts)

Words to be used Develop, Implement, Attainetc

NINEstages of HSM


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NINEstages of HSM

4. Finding ways to reach objectives(creative, divergent thinking followed bystructured focusing on a range of practical possibilities)

Analyst has to take the initiative in a creative search for solutions

Various ideation techniques to be used

Example : Mind Mapping, Brainstorming, Lotus Blossom, Fishbone

Diagram, Story Boarding, etc

5. Devising assessment measures(quantitative and qualitative measures ofperformance)

Quantitative measures Vs Qualitative Measures

QuantitativeCosts, Return on Capital Employed, Saving (time, materials,

energy, labor), reduction in queue lengths, miles per gallon

QualitativeDeclared policies, Current enthusiasm for a particular technology,

Senior managements current interpretation of those policies. Possible effects ofimplementing a solution

Effects of a potential workplace or job changes on workforce morale and

attitudes

MeasuresPressure group reaction, opportunities for staff development,

etc


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NINEstages of HSM

6. Modeling(techniques to test possible options against measures of performance) Representation of either something in the real world or a concept

Shows either what it looks like or how it works

Although modeling is an essential element of information systems work,there is not agreement about the most appropriate way of modelingsystems in general or information and information technology systems inparticular.

As an example, there are three common ways of modeling businessprocesses:

data flow diagrams

system flow charts

activity diagrams

There are differences between the three, but they can be used to showsimilar information.

Note: Diagramming techniques - Chapter 3


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NINEstages of HSM

7. Evaluation(assessing the likely outcomes of each option under a range ofpossible conditions, testing credibility with client set)

Evaluation methods that can be used include:-

Advantages and Disadvantages table

PMI: Plus/Minus/Interesting

Force Field Analysis

Weighting Systems

Note: Selected techniques to be discussed in the upcoming chapters

8. Making a choice(selecting the route that best meets the objectives, given the

constraints and prevalent word-view)

Decision is based on the steps above and information obtained from the

evaluation methods

Formal presentation to client-set

Detailed report


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9. Implementation(putting the solution into effect; may require further systemsdesign work)

Planning for implementation and changesAWARENESS,

ACCEPTANCE and READINESS

May include organizational and technological changes

Get the users involved and informedEARLY STAGE

Joint Application Development and Steering Committeesaid incommunication and dispel rumors

GOALSmooth Implementation

NINEstages of HSM


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Soft System Methodology

Initially developed during the 1970'sat the University ofLancasterby Peter Checkland(Note: It has been revised severaltimes to enhance and radically extend its use)

SSM is used in public and private sector, and academicorganizationsany complex organizational situation where there is

high social, political and human activity components mainly used to investigate and resolve a problem situation(or a

situation where improvements could be made) in a 'human activitysystem'.

A 'human activity system' is any system involving human input,

such as business functions and departments. SSM is particularly suitable to 'messy'situations where the causes

of the problems are unknown, where lots of people are involved,and/or where there is a lot of complexity.


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SEVENdistinct stages of SSM;

1. Finding out about the problem situation.

This is basic research into the problem area initiated by the problem ownerand performed by the problem solver/analyst.

Stage 1 - fact-f indingabout the unstructured problem situation e.g.organisation structures, staff, processes, locations, opinions, prevailingissues

2. Expressing the problem situation

Visually through Rich Pictures. The analyst collects and sorts informationand provides some description of the problem situation

Rich Picture (unique) show boundaries, structure, information flows andcommunication channels, human activity system.

3. Selecting how to view the situation and producing root definitions.

A root definition is expressed as a transformation process that takes someentity as input and produces a new form of the entity as output i.e. steel is

transformed into a car. select several viewpoints, define what the system is and what it aims to

achieve from each i.e. the Root Definitions

4. Building conceptual models

of what the system must do for each root definitions. A conceptual model isa human activity model that strictly conforms to the root definition.

Formal system concept



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5. Comparison of the conceptual models with the real world

Compare the results from steps 4 and 2 and see where they differ and aresimilar.

6. Identify feasible and desirable changes.

The purpose of the comparison stage is to generate debate about possiblechanges which might be made within the perceived problem situation

7. Recommendations for taking action to improve the problem situation.

How would you implement the changes from step 6.



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Fact-Finding

interview

discuss

questionnaire observation

checking documents


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Root Definitionof relevant system

From what different perspective can we look at this

problem situation?

A concise description of a human activity system that captures a

particular view of it

Written as sentences that elaborate a transformation

a well-formulated root definition will included every aspect of the

mnemonic CATWOE

the T and W should be done first and are the most important


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CATWOE

Clients/Customersbeneficiaries/victims of the system, peopleaffected by the system (layoffs included)

Actorsthose involved in operating the system, people who arepart of the system, transform input - outputs

Transformationthe essential process(I-O), the process done bysystem

Worldview/Weltanschauungenworld-view of the actors,describes the system, it makes the transformation processmeaningful in context

Ownerspower figures who control the existence of the system, not

necessarily the owners of the company, people who affect/kill thesystem, (power of veto to start up/shut down the system)

Environmentconstraints on the system, influences the system,external elements that must be considered, includes organizationalpolicies & legal and ethical issues.


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Root DefinitionPrison System

a system to punish criminals by locking them up inorder to deter others

a system to produce mail-bags by using a captive

workforce in order to utilise cheap labour

a system to rehabilitate offenders by showing themthe error of their ways in order to help them adjust to

society

a system to store people by keeping them in cells in

order to ease the housing shortage


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Conception Model for a Prison

1 per root definition shows the system as it could be, not

how it is

shows the sequence of activities

needed to achieve the root definition

use as a basis for discussion to

identify any problems with theideas/feasibility

repeat stages 1-5 if necessary

Establish appropriate

punishment

Organise

supervision

Organise food,

accommodation

publicise

(using a system to punish criminals

by locking them up in order to deter

others)


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The Analyst Role - SSM

Avoid passing judgment on rights and wrongssituationof interest

Must try to be frank about your own values,assumptions, prejudices and motivesexplicit statementin your report

Will affect and be affected by the situation underexaminationyour word-view through your behavior willbe interpreted by others, and their behavior will bemodified as a resultvise-versa.

Understanding what is said and what is meant

RoleNot to solve the problem BUT provide insightto the actors in the setting and to facilitate theirunderstanding of what is and what might be


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SEVEN stages of SSM

Problem

situation

problem

situation

expressed

root

definitionsconceptual

models

compare models

and real world

desirable

and feasible

changes

action

to improve

situation

1

2

3

4

5 6

7


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SSMStrength Vs Weakness

Strength

Gives structure to complex

organizational and political

situations, and can allow them to

be dealt with in a organized

manner. It forces the used to lookfor a solution that is more than

technical

Rigorous tool to use in messy

problems

Specific techniques

Weakness

Requires from participants to

adapt to the overall approach

Be careful not to narrow the scope

of the investigation too early

It is difficult to assemble the

richest picture, without imposing a

particular structure and solution on

problem situation

People have difficulties to interpret

the world in the loose way. Theyoften show an over-urgent desire

for action


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How to achieve

the selected

option

Option 1

Option 2

Option n

What are needed

to get animprovement

EXAMPLE

End the war

Negotiate

Surrender

More soldiers

New weapons

Design, build and

test new weapons

Soft Methodology vs. Hard Methodology

Soft Systems Methodology vs.



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Difference - HSM Vs SSM

Whats the difference in hard and soft systems

methodologies?

HARD systems - rigid techniques and procedures to

provide unambiguous solutions to well-defined data

and processing problems problems, focused on

computer implementations

SOFT systems - a loose framework of tools to be

used at the discretion of the analyst, focused on

improvements to organizational problems


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The "WHAT" and the "HOW" of a hard (tangible)problem situation can be determined early on inthe methodology.

HOWEVER

Soft problem situations are more difficult todefine. They are intangible, unquantifiable andprobably contain a large social and politicalcomponent.

We know that things are not working and wewant to find out why and see if there issomething we can do about it

Difference - HSM Vs SSM


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Exercise

1. Hard Systems Case Studies

2. Soft Systems Case Studies


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References

Web Sites

http://www.cs.stir.ac.uk/~dec/teaching/CSC9T4/lectures/HardSys.pdf

http://qeynotes.blogspot.com/2005/04/hard-and-soft-system-

methodologies.html

http://www.12manage.com/methods_checkland_soft_systems_methodology.ht

ml

http://www-staff.it.uts.edu.au/~jim/bpt/ssm.html

http://books.google.com.my/books?id=ERvCHnKtEooC&pg=PA89&lpg=PA89&

dq=Hard+Systems+Methodology+Vs+Soft+Systems+Methodology

http://paulbrennantelecom.com/Systems%20Thinking_SSM.htm

http://72.14.235.132/search?q=cache:0-

MPYUfkCS0J:gawain.soc.staffs.ac.uk/modules/

http://72.14.235.132/search?q=cache:1J_paf8Mx5IJ:www.tmsk.uitm.edu.my/~f

auziaha/ITS410/
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Chapter 4 - Hard Systems Methodology vs Soft System Methodology