Chapter 4 - Hard Systems Methodology Vs Soft System Methodology

BM031-3-3 MANAGEMENT PROBLEM SOLVING
BA (Hons) Business Management BA (Hons) Human Resource Management Hemalatha.R
BM031-3-3 MANAGEMENT PROBLEM SOLVING Chapter 4 Hard Systems Methodology Vs Soft Systems Methodology
Topic and Structure of lesson

Hard Problems Vs Soft Problems Hard Systems Thinking Vs Soft Systems Thinking Hard Systems Methodology Vs Soft Systems Methodology
BM031-3-3 Managing Problem Solving
Problem Solving, Creativity, Resistance to Change
Learning Outcomes
At the end of this lecture, you should be able to: Develop an awareness of the hard and soft system approaches and how they can be used to understand and 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 thinking approaches.
BM031-3-3 Managing Problem Solving Problem Solving, Creativity, Resistance to Change 4
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 reduced so as to 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 solution is a rational process of comparison (measures of performance against criteria)
Hard Vs Soft Problems

Problems can be categorized as either hard or soft, each with unique characteristics requiring distinctly different approaches to resolve. Hard problems are well defined where the What and the How can be determined early in the research or system design methodology. A definite solution exists and specific objectives may be defined. Hard problems constitute the essence of the systems engineering approach. In contrast, Soft problems contain social and political elements that confound problem definition and resolution (also referred to as wicked problems). The question of How to improve national health care in the Malaysia represents a soft problem.
Hard Vs Soft Problems

Hard problems can be well defined Solve them How Example: We need to handle 20,000 customer orders per day entering our system from 800 terminals based around the country. Hard systems approaches are fundamentally based on a means-end rationality Assumes that ends are easily and objectively definable Soft problems are difficult to define Find them out first What as well as How Example: Our customer complaints are increasing, and our customer retention is decreasing.
System Approaches
Systems Thinking uses a variety of techniques that may be divided into : Hard Systems Thinking. Soft Systems Thinking.
How do we think of the system we are developing?
Hard Systems Vs Soft Systems Thinking

HARD SYSTEMS SOFT SYSTEMS
Problem has a definite solution

Problem has a number of achievable goals They answer the how questions Has a deterministic complexity
There are many problems to be solved

Goals cannot be measured Emphasis is on what as well as how questions Has a unpredictable, nondeterministic, non-definable complexity Less easily dealt with
Likely to have defined parameters for failures

Hard Systems Thinking

Involves simulations, often using computers and the techniques used in operations research. Looks at the How? meaning, how to best achieve and test the selected option of development and analysis. Have explicit objective governed by fixed rules such as those encountered in decision making. The world is made up of systems (mechanistic idea?) Described with formal notations Understood with rational analysis We can model everything we need to know about about our system through requirements.
Characteristic of hard systems: Stochastic Statistically based on probability. Deterministic fixed inputs and known outputs
Example - Lets Develop a System!!!

There is a company "Accent that is a chain of bodyshops. Accent is a franchise (meaning that each of its individual bodyshops is privately owned). Accent is responsible for setting the prices, defining which equipment to use, what forms to use, how to processor orders, etc.. However, each of the private owners is responsible for the day-to-day operation of the body shop, and for its profitability. All current orders and payments are done through "paperwork." You have been hired by Accent Automotive to head a project to "computerise" this process by creating a software system that can be used by the bodyshops. How do you develop this system? What factors do you take into account? How do you choose the components of your system? Who do you consult as to the requirements of the system?
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Accent using - Hard Systems Thinking Accent management knows what is needed. They will specify the requirements and the necessary components for the system. You will never interact with the individual bodyshop owners.
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Worst Case Scenario I

The system is implemented but never used. Individual owners cant do their special processing.
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Limitations of Hard Systems Thinking

Assumes consensus (one set of requirements is possible) Does not give weight to un-quantifiable variables (e.g. politics, aesthetics, culture) Assumes decision makers have the power to implement solutions
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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 activity Its too impractical to model the world as a system. We cannot practically model everything we need to know through requirements. We need take some factors separately into account:
Lack of consensus politics, aesthetics, culture
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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.
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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
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Each of us reveals only a glimpse of our own world view in our relationship with others and 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 a department, 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 Warring (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 too impractical
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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
What is a Systems Methodology

Two dimension of systems methodology
A framework of reality:
a system of systems concepts (systems theories) Design approach towards systems
Deal iteratively with concept of structure, function and process Inquiry: analysis, synthesis, process orientation
An operational systems methodology:
Systems methodology has two domains of inquiry;

the study of methods by which we pursue systems scholarship and produce systems knowledge, and the identification and description , methods, and tools for applying systems theory and systemic thinking in the analysis, design and development of complex systems.
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Hard Systems Methodology

Developed by the Open University in the early 1980's
Provides an approach that starts with a specific decision, problem or opportunity, and uses a pragmatic method to promote decisions and changes Hard systems methodologies are useful for problems that can justifiably be quantified. However, it cannot easily 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, including public, private, and academic sectors.

Operational Research is a hard, well defined system. Examples of areas that apply hard systems methodology are: Project Management Forecasting Simulation Mathematical Programming Decision Theory
Hard Systems Methodology is similar to the Soft System Methodology in that it also involves investigating and resolving problem situations, or situations that need improving. The main difference is that HSM is more suitable 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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NINE stages of HSM developed by the Open university System Group (1984, 1993) 1. Doing the ground-work (identifying the client-set and its- worldview, and establishing communication and mutual confidence) 2. Gaining awareness and understanding of the perceived problem (the current position, systems description) 3. Establishing overall goal and set of objectives (the position to be reached; constraints to be contended with) 4. Finding ways to reach objectives (creative, divergent thinking followed by structured focusing on a range of practical possibilities) 5. Devising assessment measures (quantitative and qualitative measures of performance) 6. Modeling (techniques to test possible options against measures of 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 require further systems design work)
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NINE stages 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 are prevalent, 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
Problem Solving, Creativity, Resistance to Change 27
NINE stages of HSM

2. Gaining awareness and understanding of the perceived problem (the current position, systems description) Examining the system that contains the problem and identifying components in systems terminology analyst 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 which seems to hold the key solution to problem 3. Establishing overall goal and set of objectives (the position to be reached; constraints to be contended with) Expectation analyst 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 and what 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
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NINE stages of HSM

4. Finding ways to reach objectives (creative, divergent thinking followed by structured 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 Devising assessment measures (quantitative and qualitative measures of performance) Quantitative measures Vs Qualitative Measures
Quantitative Costs, Return on Capital Employed, Saving (time, materials, energy, labor), reduction in queue lengths, miles per gallon Qualitative Declared policies, Current enthusiasm for a particular technology, Senior managements current interpretation of those policies. Possible effects of implementing a solution Effects of a potential workplace or job changes on workforce morale and attitudes Measures Pressure group reaction, opportunities for staff development, etc
5.
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NINE stages 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 modeling systems in general or information and information technology systems in particular. As an example, there are three common ways of modeling business processes: data flow diagrams system flow charts activity diagrams There are differences between the three, but they can be used to show similar information. Note: Diagramming techniques - Chapter 3
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NINE stages of HSM

7. Evaluation (assessing the likely outcomes of each option under a range of possible 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 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
8.
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NINE stages of HSM

9. Implementation (putting the solution into effect; may require further systems design work) Planning for implementation and changes AWARENESS, ACCEPTANCE and READINESS May include organizational and technological changes Get the users involved and informed EARLY STAGE Joint Application Development and Steering Committees aid in communication and dispel rumors GOAL Smooth Implementation
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Soft System Methodology

Initially developed during the 1970's at the University of Lancaster by Peter Checkland (Note: It has been revised several times to enhance and radically extend its use) SSM is used in public and private sector, and academic organizations any 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 activity system'. 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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SEVEN distinct stages of SSM; 1. Finding out about the problem situation. This is basic research into the problem area initiated by the problem owner and performed by the problem solver/analyst. Stage 1 - fact-finding about the unstructured problem situation e.g. organisation structures, staff, processes, locations, opinions, prevailing issues 2. Expressing the problem situation Visually through Rich Pictures. The analyst collects and sorts information and provides some description of the problem situation Rich Picture (unique) show boundaries, structure, information flows and communication 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 some entity 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 is a human activity model that strictly conforms to the root definition. Formal system concept

5. Comparison of the conceptual models with the real world Compare the results from steps 4 and 2 and see where they differ and are similar. 6. Identify feasible and desirable changes. The purpose of the comparison stage is to generate debate about possible changes 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 Definition of 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/Customers beneficiaries/victims of the system, people affected by the system (layoffs included) Actors those involved in operating the system, people who are part of the system, transform input - outputs Transformation the essential process(I-O), the process done by system Worldview/Weltanschauungen world-view of the actors, describes the system, it makes the transformation process meaningful in context Owners power figures who control the existence of the system, not necessarily the owners of the company, people who affect/kill the system, (power of veto to start up/shut down the system) Environment constraints on the system, influences the system, external elements that must be considered, includes organizational policies & legal and ethical issues.
Root Definition Prison System

a system to punish criminals by locking them up in order 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 them the 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 the ideas/feasibility repeat stages 1-5 if necessary
publicise
Establish appropriate punishment
Organise food, accommodation
(using a system to punish criminals by locking them up in order to deter others)

Organise supervision
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The Analyst Role - SSM

Avoid passing judgment on rights and wrongs situation of interest Must try to be frank about your own values, assumptions, prejudices and motives explicit statement in your report Will affect and be affected by the situation under examination your word-view through your behavior will be interpreted by others, and their behavior will be modified as a result vise-versa. Understanding what is said and what is meant Role Not to solve the problem BUT provide insight to the actors in the setting and to facilitate their understanding of what is and what might be
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SEVEN stages of SSM

1 Problem situation action 7 to improve situation
problem 2 situation expressed
5 compare models and real world
desirable and feasible changes
3 root definitions 4
conceptual models
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SSM Strength 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 look for 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. They often show an over-urgent desire for action
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Soft Systems Methodology vs. Hard Systems Methodology

Soft Methodology vs. Hard Methodology
What are needed to get an improvement
Option 1 Option 2 Option n
How to achieve the selected option
EXAMPLE
End the war Negotiate Surrender More soldiers New weapons Design, build and test new weapons
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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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Difference - HSM Vs SSM

The "WHAT" and the "HOW" of a hard (tangible) problem situation can be determined early on in the methodology. HOWEVER Soft problem situations are more difficult to define. They are intangible, unquantifiable and probably contain a large social and political component. We know that things are not working and we want to find out why and see if there is something we can do about it
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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-systemmethodologies.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:0MPYUfkCS0J: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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BM031-3-3 MANAGEMENT PROBLEM SOLVING

BA (Hons) Business Management BA (Hons) Human Resource Management Hemalatha.R

Topic and Structure of lesson

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

The Nature of Problems

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Hard Vs Soft Problems

Hard Vs Soft Problems

How do we think of the system we are developing?

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Hard Systems Vs Soft Systems Thinking

Problem has a definite solution

There are many problems to be solved

Likely to have defined parameters for failures

Problem Solving, Creativity, Resistance to Change

Hard Systems Thinking

Example - Lets Develop a System!!!

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Worst Case Scenario I

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Limitations of Hard Systems Thinking

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Soft System Thinking

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Soft System Thinking

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Soft System Thinking

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Soft System Thinking

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Accent with Soft Systems Thinking

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Limitations Of Soft System Thinking

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

What is a Systems Methodology

An operational systems methodology:

Systems methodology has two domains of inquiry;

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Hard Systems Methodology

Hard Systems Methodology

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Hard Systems Methodology

BM031-3-3 Managing Problem Solving

Problem Solving, Creativity, Resistance to Change

Hard Systems Methodology

BM031-3-3 Managing Problem Solving