Susan Gasson
Associate Professor, Information Systems

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Index

• SSM Rationale: "Soft Systems" Thinking
• SSM ObjectivesThe Philosophy of SSMSSM As A Method For IS Requirements Analysis (and Change Analysis Generally)SSM as an Academic Research Method

Input-Output Transformations

The next stage is to impose a little structure on your analysis, by producing a set of transformations which achieve the purposes of your proposed "system". While wanting to make the system as inclusive as possible, it is important to limit the number of transformations which you will analyze (or you will never complete the analysis!). A useful set of transformations is between 5 to 7, so at this point you make explicit (i.e. discussed with your client or decided by your client) decisions as to what you include and what you exclude from your system.

Stage 3a: Clarify what the system is to achieve or change, using Input-Output Transformation Diagrams

Input-output transformation diagrams separate the various purposes of the system of human-activity. They reflect multiple perspectives, so it is a good idea to include as many people as possible, in providing these perspectives. Include people from all levels of management and work, from all areas of the organization (both involved in, and external to, your human-activity system). Look at the system from as many "angles" as possible and attempt to understand them all - once you have defined them, you should present them to the core stakeholders [see note 1], so that they may decide which of these perspectives are most useful, in achieving the sorts of changes that they need.

A set of input-output diagrams is given in figure 2 (some of these transformations may seem contentious, but try thinking about them from the perspective of the "owner"  of the complete national traffic warden scheme - National Government - I have tried to imagine what their objectives would be and therefore to devise a set of transformations which National Government officials would choose to leave in the "system". These diagrams are most useful if the input relates to the output by a simple transformation - if you cannot put a simple name to the "process" by which the input is transformed to the output, then try another input  or output, or try splitting the input-output diagram into two stages. I also find it helpful to scribble the Weltanschhaung under each input-output diagram: the purpose of each transformation (i.e. the view which makes the transformation worthwhile).

Figure 2: Input-Output Diagrams  

Note 1: Who are the core stakeholders?
The core stakeholders are those people who are most directly affected by your system.  In the CATWOE definition, Peter Checkland focuses on the customers of the system - those who are the victims or the beneficiaries of your system. It is important to ask your client-contact and other stakeholders to participate in determining who should be involved and consulted in your analysis. This will provide you with a group of "core" stakeholders. In a facilitative context (where you are able to run facilitated workshops using SSM analysis tools to determine appropriate system actions for change), you would ensure that all core stakeholders are included. Bear in mind that stakeholders considered relatively low in status or power (for example, shop-floor workers) may not feel able to participate fully in the presence of high status stakeholders (for example, senior or middle managers). One way of dealing with this is to involve different sets of people in different workshops or interview sessions. At the end of the day, it will normally be the more senior managers who determine what should be included/managed by the system and what should not. However, all perspectives whould be presented to them, for consideration.

 

©Susan Gasson 2013.
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