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Using Soft Systems Methodology for Performance Improvement and Organisational Change in the English National Health Service
Author(s) -
Jacobs Brian
Publication year - 2004
Publication title -
journal of contingencies and crisis management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.007
H-Index - 51
eISSN - 1468-5973
pISSN - 0966-0879
DOI - 10.1111/j.0966-0879.2004.00444.x
Subject(s) - soft systems methodology , balanced scorecard , clarity , viewpoints , process management , organisational change , management science , strategy map , systems thinking , knowledge management , health care , business , sociology , computer science , engineering , political science , health informatics , art , biochemistry , chemistry , artificial intelligence , visual arts , law
The Soft Systems Methodology (SSM) advocated by Checkland and Scholes (1990) has considerable potential. It can provide policy makers, professionals, and managers in complex health organisations with a valuable addition to management approaches leading to practical improvements through innovative organisational change. With reference to the English National Health Service (NHS), this author argues that SSM can enable managers and others to address problem situations holistically, identify critical issues, and reach an accommodation of different viewpoints as a basis for improvement. The SSM approach can usefully compliment strategic frameworks, such as the Balanced Scorecard, in achieving clarity of thinking about performance and change issues'.