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The Process of Soft Systems
Methodology
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Now let us consider a functional transformation, more suited to computer-system support - let us model transformation 2.
The list of activities which the stakeholders perceive as necessary are:
1. Determine places where parking causes danger to pedestrians.
2. Designate those places as places where parking is not permitted.
3. Monitor parking in those places.
4. Punish drivers parking in those places.
5. Collect fines from punishment.
6. Fund the additional monitoring with collected fines.
7. Measure the number and locations of pedestrians involved in accidents.
8. Assess the impact upon pedestrian safety
9. Report to the public on the results.
The new conceptual model is shown in Figure 6:
Figure 6: A Conceptual Model for Transformation (2)
Note that the success measure puts an actual figure on the improvement. This is critical, if you are to actually assess if you have made things better with the changes implemented.
In a comparison with real-world activities, we have to conclude that all of these activities are being done at present. Thus, we can only conclude that some or all of them are ineffective. This is where improved information (and probably a new computer-based information system) can help.
We need to monitor each step of the system, to determine how effective it is. This is not easy. We need to collect information that we would need to perform each activity and then determine why the activity is or is not being performed effectively. As we do this, we will may discover that it is a lack of information that is preventing the current system from being effective. In which case, we have solved the problem, by putting in place an information system that provides better information.
So now the actions for change are those of performing an information system requirements analysis:
1. Observe activity processes and recommend areas where work could be more effective.
2. If lack of information is the problem
3. Determine what information is required by each activity in the conceptual model.
4. Provide that information to the people performing the activity.
5. Measure how effectively the activity is performed.
6. If improvement observed, put in place a new computerized information system to provide the improved information.
7. If work practices are the problem, implement changes to work practices.
8. Monitor the effectiveness of the activity long-term.
These actions for change are verging on the "consultancy trap" that I commented on earlier, when deriving conceptual models. This is natural - of course, you are there as a consultant. But bear in mind that the point of all this consultancy is to permit stakeholders to work independently of you and to permit them to work more effectively. It is not to keep you in permanent employment at the site (!), nor is it to enable you to design your dream information system for them (!!). If you can't make things better for the people involved without your being there, withdraw gracefully.
A final note:
sometimes a graceful withdrawal is the only option. There are some problems
(mainly political problems) that are so intractable that you cannot help resolve
them - management have to sort this out. Often the role of the consultant is
just to state the obvious - to "think the unthinkable" for managers
who were too cowardly to make their conclusions public. Don't think that you
have failed if you cannot effect change. Also, don't feel that you cannot point
out that political problems are causing ineffectiveness - you may have been
hired for just that. Just do it tactfully ... 
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