University of Lancaster

Abstract

Rational intervention in human affairs, if it is to constitute not only action but also research, so that future interventions may be made more effective, needs a well-defined methodological framework. Soft systems methodology (S.S.M.) provides one such framework. S.S.M. is doubly systemic: it is itself a learning system, and within that system it uses systems models, models of human activity systems. It accepts that such models are not models of parts of the real world, only models of ways of perceiving the real world, that is to say, models relevant to debate about 'reality' (one man's 'terrorism' is another's 'freedom fighting').

S.S.M. is here illustrated by means of an account of a systems study of change in the information function of a sophisticated science-based company. The study is described from the point of view of a professional analyst who was helping a team of three managers carry out the study. The course of the study is described, and a separate commentary relates its activity to the seven stages of S.S.M. The study involved three cycles round stages 2–3–4–5 of S.S.M., the stages in which models of relevant human activity systems are built and compared with the real world in order to construct a rich debate about changes whose introduction in the problem situation world be both (systemically) desirable and (culturally) feasible.