Kingfisher Plc
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
2
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
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
2
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
References: Wilson, B. eds (1990). Systems: Concepts, Methodologies, and Applications. 2nd. West Sussex, UK :Wiley. Pidd, M. eds (2003). Tools for Thinking Modelling in Management Science. 2nd. West Sussex, UK: Wiley Checkland, P., Scholes, J. (1990). Soft Systems in Action. West Sussex, UK: Wiley Palmer, I., Dunford, R. (1996). Conflicting Uses of Metaphors: Reconceptualising Their Use in the Field of Organisational Change, Academy of Management Review, Vol 21, pg. 691-717. 10