The Use of Soft Systems Methodology for Change Management

The Use of Soft Systems Methodology for Change Management

Copyright: © 2021 |Pages: 19
DOI: 10.4018/978-1-7998-4504-1.ch003
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Abstract

Due to the gap in our knowledge of soft systems methodology (SMS) and organizational change management, this chapter seeks to develop new knowledge that explains the use of SMS as an intervention measure in optimizing change. Using SSM, leaders are able to see the big picture, consequences of their measures in a larger environment, and provide effective, long-term, and sustainable solutions. Here are some case studies on subjects related to issues of stakeholder selection and management, communication assumptions in SSM, the facilitator's ambiguous role, and the impact of highly politicized problem environments on the methodology effectiveness in the change process.
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Organizational Transformation

According to Rouse (2005), organizational transformation relates not only to changing practices, but also to fundamentally changing organizational relationships in one or more key areas, such as customers, employees, suppliers, and investors. Hence, new value propositions can be offered by transformation in terms of products and services, the way of delivering and supporting them, and/or way of organizing enterprise to provide these propositions. It can also include providing old value propositions in completely different manners.

Company status and business process are two key components of the transformation that, according to Rouse (2005) inputs include demand, competition, investment, people, technology, income requirements with limited regulations influence both business processes and company status. Input sources, for example, also influence the way of doing the job and how well it is done. Outputs include products, services, market share, innovation, jobs and income. In his view, the concept of status is at the core of enterprise transformation theory. Constructs such as double-loop learning and organizational learning are included in Transformational processes (Argyris and Schon, 1978; Senge, 2006). Therefore, it can be said that transformation can be the integral part of normal business processes and maybe as Rouse (2005) believes, as a routine.

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