The Use of Soft Systems Methodology to Enhance Group Creativity

Abstract

Soft Systems Methodology is especially useful in diagnosing and addressing organizational problems and designing new systems in cultures that are characterised by pluralistic views and values. This paper demonstrates how SSM workshops in a large government agency resulted in a high level of creativity. SSM is then proposed as a methodology that could enhance group creativity in organizational design contexts.

Managing Learning and Change: Factors Influencing the Effectiveness of Soft Systems Methodology

“…Those in power could have taken centre stage and ensured that other participants did not discuss sensitive matters. Molineux and Haslett (2007) argue for participants to feel safe in SSM workshops -but this could be challenging when stakeholders discuss significant matters that could lead to conflict. Jackson (2003) states that Checkland may not have given adequate consideration to the construct of power, especially if one acknowledges that the world is characterised by power differences and that power is a natural part of social settings.…”

“…SSM is considered futile in bringing about meaningful change by those who acknowledge that the world is beset with disagreements, coercion and conflict of interests (Jackson, 2003). Molineux and Haslett (2007) argue that SSM workshops -particularly when designing Rich Pictures -should be a pleasurable experience to participants and it is important to have a positive group mood. Participants described the benefit of identifying issues and jointly discussing them -but did have difficulty in drawing Rich Pictures, which, according to Molineux and Haslett (2007), can be expected as it may require skill.…”

“…Molineux and Haslett (2007) argue that SSM workshops -particularly when designing Rich Pictures -should be a pleasurable experience to participants and it is important to have a positive group mood. Participants described the benefit of identifying issues and jointly discussing them -but did have difficulty in drawing Rich Pictures, which, according to Molineux and Haslett (2007), can be expected as it may require skill. Molineux and Haslett (2007) emphasise that Rich Pictures can facilitate breaking paradigms.…”

“…Participants described the benefit of identifying issues and jointly discussing them -but did have difficulty in drawing Rich Pictures, which, according to Molineux and Haslett (2007), can be expected as it may require skill. Molineux and Haslett (2007) emphasise that Rich Pictures can facilitate breaking paradigms. The practitioner was also able to gain a holistic view, as also found by Brenton (2007) -which is consistent with the systemic nature of SSM.…”

“…Luckett and Grossenbacher (2003) found that the composition of the group played a role in reaching accommodation in their research, as they involved implementers and not lower-level staff or the public -which according to them could have resulted in disagreements and conflicting perspectives, as well as another take on the political and cultural dynamics of the situation. Molineux and Haslett (2007) recommended that in order to maximise creativity from the SSM process, there should be a diverse group, sufficient organisational and senior management support, adequate time, a positive climate with a sense of challenge but also enjoyment, and intrinsic motivation and willingness to collaborate. It is a challenge for the practitioner in SSM to ignite the couplings, address the deep-rooted perspectives, get people to understand that their worldviews may not reflect reality, shift the situation, get the conversations to flow, and also manage the emotions (Brocklesby, 2007).…”