Abstract
Systems thinking, in the form of a general theory, emerged during the 1950’s and gave birth to what is now known as the’ systems movement’. Within the systems movement a number of different approaches to ‘doing’ systems thinking appeared. One of these, concerned with the management of human affairs, and which evolved over a 25-year period of intellectual deliberation and organised experiential learning, is Soft Systems Methodology (SSM). The early version of SSM was described in terms of a conventional seven-stage model; this has now matured into a more sophisticated form of structured enquiry involving interacting streams of logic-based and cultural analysis (Checkland and Scholes, 1990). SSM is well known but is still perceived by many to be the preserve of academia rather than a useful tool that can be used to deal routinely with the complex human and information management issues that confront every manager.
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References
Checkland, P.B., 1988, Soft systems methodology: an overview, Journal of Applied Systems Analysis. Vol. 15, pp 27–30.
Checkland, P.B., and Haynes, M.G., 1994 Varieties of systems thinking: the case of soft systems methodology, System Dynamics Review. Vol. 10, pp 189–197.
Checkland, P.B., and Scholes, J., 1990, “Soft Systems Methodology in Action”, John Wiley & Sons, Chichester.
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© 1995 Springer Science+Business Media New York
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Haynes, M.G. (1995). Soft Systems Methodology. In: Ellis, K., Gregory, A., Mears-Young, B.R., Ragsdell, G. (eds) Critical Issues in Systems Theory and Practice. Springer, Boston, MA. https://doi.org/10.1007/978-1-4757-9883-8_35
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DOI: https://doi.org/10.1007/978-1-4757-9883-8_35
Publisher Name: Springer, Boston, MA
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