Kingfisher Plc

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  • Topic: Soft systems methodology, Systems thinking, Problem solving
  • Pages : 10 (2629 words )
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  • Published : April 13, 2013
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ANALYTIC CONSULTING
IB94R0
INDIVIDUAL ASSIGNMENT

STUDENT ID: 1262478
GROUP 12

Table of Contents
Soft Systems Methodology: Rationale for Reflection ..................................................................................3 Rich Pictures ..................................................................................................................................................3 Root Definition ..............................................................................................................................................5 Conceptual Modelling ...................................................................................................................................7 Conclusion .....................................................................................................................................................9 References ...................................................................................................................................................10

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Soft Systems Methodology: Rationale for Reflection
Soft Systems Methodology, developed by Peter Checkland, aims to provide modelling approaches in order to understand and guide decision making through complex problem solving scenarios. It understands and incorporates the soft side of problem solving and can thus guide the thought process in a human activity system. Planning and organising the Apprentice Day was an enriching learning experience for the group Strategism. The earning of £994 lies between the predicted worst and best case scenarios, but falls short of meeting the target of £1,500. The following essay is based on the critical examination of the reasons behind variance in the forecasted and actual revenues. The most important aspect of problem solving in order to aid decision making would be to understand the root consulting world, SSM as a methodology would help define unclear and ambiguous situations and give structure to the way of thinking. The abstruseness in the Apprentice Day project is part of the problem itself and thus SSM serves as a step-by-step guide to understand a problem that is complex and lacks reliable data to base decisions on. been chosen to reflect upon the learning so far and the 'Apprentice Day'. cause of the problem. Thus the focus of this essay is understanding the ‘WHY’ more than the ‘WHAT’. In the

It accommodates different viewpoints and finds solutions from a holistic perspective. As such, this method has

Rich Pictures
Rich pictures are a symbolic representation of the problem situation as a whole and display information about the structure, processes, stakeholders, issues and the flow of their relationships. Rich pictures aim to best describe the differentiating and prioritising complex problem areas. Rich pictures are often seen as a way of preliminary structural thinking and as such the real utility lies not in the picture itself, but more so in the process of essence of a complex, ambiguous situation (Palmer & Dunford 1996, p. 694). constructing it. One could also view a rich picture as a metaphor as it captures the experience, emotion and situation in which there is perceived to be problem (Checkland 1990, p.163). They provide a way of

Priority Rich Picture
As a tool for reflection, the Rich Picture below (Figure1) describes the problem situation from the perspective of priority. Keeping in view the events leading to, during and post the Apprentice Day, prioritising the group’s this case, group objectives and individual objectives. Depicting them as a priority set would have definitely resulted in fewer conflicts, better coordination and a more agreeable working environment. Unpleasant group dynamics was a major road block for Strategism from the stage of brainstorming through to the writing of the Group Proposal as well as the actual implementation of the Apprentice day itself. Disagreements are unavoidable but at the same time they...
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