Learning for Action: A Short Definitive Account of Soft Systems Methodology, and Its Use for Practitioners, Teachers and Students

ISBN-13: 9780470025543 / Angielski / Miękka / 2007 / 224 str.

John (Practitioner of SSM) Poulter

Opis

From the father of Soft Systems Methodology (SSM), Peter Checkland, comes a new, accessible text which clearly and concisely looks at SSM. The book leaves out all of the development detail and historical/intellectual material which can be found in Checkland's other classic works, but contains the practical essentials that will allow teachers to teach SSM accurately and students to learn it with real understanding. Features: - Short and definitive account of SSM containing the practical essentials. - Written with great clarity and presented in a reader-friendly way. - Contains examples of SSM in action. - Includes cases.

Recenzje

This volume is a concise and definitive account of SSM for all who wish to use, teach or learn about it. Civil Engineering August 2008

Spis treści

Preamble A TEN–MINUTE ACCOUNT OF SOFT SYSTEMS METHODOLOGY FOR VERY BUSY PEOPLE.

Preface.

INTRODUCTION.

PART 1 THE NATURE OF SSM.

Chapter 1 A SKELETON ACCOUNT OF SSM AS A WHOLE.

What is SSM?

What is the SSM Process?

What can SSM be used for?

Is SSM mature?

How was SSM developed?

How does SSM differ from other systems approaches?

Chapter 2 A FLESHED–OUT ACCOUNT OF SSM.

Introduction.

The SSM Learning Cycle: Finding Out.

The SSM Learning Cycle: Making Purposeful Activity Models.

The SSM Learning Cycle: Using Models to Structure Discussion about.

The Situation and its Improvement.

The SSM Learning Cycle: Defining Action to Improve .

The Whole SSM Learning Cycle Revisited: seven principles, four actions.

PART 2 SSM IN ACTION.

Chapter 3 SSM IN ACTION IN MANAGEMENT SITUATIONS.

Introduction.

Case 1: Rethinking the Role of a Head Office Function in Shell.

Case 2: Evaluating Past Events.

Case 3: Upgrading the Skills of a Department.

Case 4: Tackling your own Issues.

Case 5: Clarifying a Concept.

Chapter 4 SSM IN ACTION IN THE FIELD OF INFORMATION SYSTEMS.

Introduction.

Case 1: Creating an Information Strategy in an Acute Hospital.

Case 2: Evaluating a Clinical Information System.

Case 3: Evaluating a National Initiative in the NHS.

Case 4: Providing Information Support for Scientists and Technologists.

Conclusion.

Chapter 5 SSM: MISUNDERSTANDINGS AND CRAFT SKILLS.

Introduction.

Misunderstanding SSM.

Craft Skills in SSM Use.

Tips on Techniques in SSM.

PART 3 SUMMING UP.

Chapter 6 SSM AS A WHOLE some reminders.

Approaching SSM: the mindset.

SSM: an aide memoire.

Appendix One: SSM s Theory.

Appendix Two: The Story of SSM s Development.

Appendix Three: A Talked–through Example of Activity Model Building.

Appendix Four: A Generic Model of Purposeful Activity Modelling.

Appendix Five: Some Frequently Asked Questions.

O autorze

Peter Checkland is the recipient of the ′Most Distinguished and Outstanding Contributor′ Award of the British Computer Society Methodologies Group, 1994 Recipient of the Gold Medal of the UK Systems Society for ′Outstanding Contribution to Systems Thinking′ and 1997 Recipient of a Leverhulme Emeritus Fellowship. Now retired from full time university work, Peter Checkland continues his research and writing.

John Poulter is a practitioner of SSM. He first used SSM formally when working with Peter Checkland in the UK′s National Health Service in 1993. A founder member of the Soft Systems Research Group, he has presented papers and other publications on the use of SSM.

Blurb

The approach to tackling messy real–life situations known as Soft Systems Methodology (SSM) was developed in a 30–year programme of action research led by Peter Checkland. The approach is now used and taught around the world, and its development has been described in depth in four books published between 1981 and 1999, which are now regarded as classics in the field.

Peter Checkland and John Poulter now present a concise, crystal–clear and definitive account of SSM written for anyone who wishes to use, teach, or learn about it. This account also corrects the misunderstandings about the SSM approach, which plague its secondary literature.

Learning for Action first provides an overview of SSM and its use, then gives a detailed account of the techniques used within it. It also crisply summarizes many accounts of SSM in action in real situations in both private and public sectors, using the pattern: the situation; the use of SSM; outcomes, with references given to more detailed accounts.

Also covered are the craft skills which practitioners develop, the theory underlying SSM, and the fundamental shift in thinking away from the systems approaches of the 1960s which its development signalled namely the transition from ′hard′ to ′soft′ systems thinking.