essential-guide-to-qualitative-in-organizational-research

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––––––––––––––––––––––––––––––––––––––––––––––––– SOFT SYSTEMS ANALYSIS –––––––––– 339through the logic of that view. The output of stage 4 is a conceptual model of a chosenrelevant system.Our experience is that conceptual modelling is a difficult activity. Whereas mostparticipants willingly and productively engage in stage 3 (generating new views), they can findit harder to develop the logically derived conceptual models.Stage 5This stage involves a comparison between the new conceptual model (from stage 4) and therich picture (from stage 2). This comparison may identify things which are part of theconceptual model but which do not happen in the real world, and also activities in the realworld which are not included in the conceptual model. Any such differences are noted anddiscussed in the next stage. This stage can be handled in a relatively unstructured way, bysimply comparing the conceptual model and the real world. Or this can be undertaken inmore structured ways, for example by examining each part of the conceptual model (perhapseach verb) and then asking: does this happen in the real world? Such comparisons lead to theidentification of possible changes in the system under analysis. The output of this stage is anagenda of possible changes in the form of a series of topics for discussion. The agenda isconcerned with identifying what activities are present, absent, problematic or questionable.The focus remains on ‘what’ not ‘how’.Stage 6In this stage the agenda is debated by the actors working in the system, along with the clients,problem-owners and problem-solvers (as identified in stage 1 of the method). The purpose ofthe debate is to identify those changes that are agreed as both systemically desirable and culturallyfeasible. Systemically desirable means that the change must make sense in system terms. Forexample, this could mean that all parties agree that the changes will improve the operation ofthe system in some way. Culturally feasible focuses on whether or not a particular change isfeasible to the actors concerned. Only if both criteria are met should a change be implemented.Where such agreement is not reached, it may be that the analyst needs to accept that ‘no change’is the chosen solution, or alternatively that s/he needs to try to develop another relevant systemto see if a way forward can be found, namely work through the method again seeking new ideas.The output of stage 6 is an agreed set of changes, or an agreement not to change.Stage 7This stage involves the implementation of changes that have been agreed as both feasible anddesirable. For example, changes may involve new structures, procedures, policies or processes.We now describe one example of the application of soft systems analysis.IMPLEMENTATION OF A CADCAM SYSTEM ––––––––––––––––––––––––––––––––––––––––––––––––––––––In this instance, SSA was used in a research and development project examining theimplementation of a Computer Aided Design Computer Aided Manufacturing (CADCAM)
340 –––––––––– QUALITATIVE METHODS IN ORGANIZATION STUDIES ––––––––––––––––––system in an engineering company. The researchers worked with the company from 1988until 1990, making two sets of recommendations (in 1989 and 1990). A follow-up visit wasundertaken in 1996. (A fuller account of this study is given in Symon and Clegg, 1991.) Theresearchers used SSA as a means of organizing and integrating some complex data, and as avehicle for recommending how the implementation process could be better managed. Forillustrative purposes the project is described chronologically using the stages of SSA.Stage 1: the problem situation or ‘mess’The study was undertaken in an aerospace engineering company employing around 2,000people. The company is part of a multi-national corporation and has a good reputation forthe design and manufacture of high precision, small batch, engineering products. Thecompany has a complex organizational structure. Of particular relevance here are three majorfunctions: design, manufacture and corporate engineering. The design function is split intodifferent product groups. The manufacturing department has a traditional organization basedon machining process. It manufactures for all the design product groups, and the productsflow through the production process from one machine area to another. The corporateengineering function is a central head office group which provides specialist engineeringsupport to the whole company. Historically the company has been good at innovativeengineering. Typically the design engineers take pride in designing new products to meetthe needs and specification of their customers. They then hand over the design to themanufacturing department who are responsible for making the product. These two functionsoperate relatively autonomously and there has been little success at improving integrationbetween the two functions.Senior managers in corporate engineering decided to invest in an advanced CADCAMsystem. The main objectives for this investment included: reduced lead times for meetingcustomer demand; improved quality; reduced cost; increased integration between design andmanufacture; and improved design for manufacturability. The initial direct cost of the newsystem was around £3m and this included 55 CADCAM terminals.To manage the purchase and implementation of the new system, the director ofengineering set up a project management team supervised by a project board. The projectteam was led by a full-time project manager from corporate engineering (whose title wasproject manager of computer aided design). He was assisted by a specialist in informationtechnology (on part-time secondment from the management services department, also locatedin head office). The project board was chaired by a senior manager from corporateengineering and included representatives from engineering, management services, design andmanufacture (all on a part-time basis).The role of the researchers was to investigate the implementation process and to makerecommendations for improvement from an organizational (as opposed to technical)perspective.Stage 2: the rich pictureSymon and Clegg gathered data using a variety of research methods over 18 months, includinginterviews, participant observation, a tracer study, and questionnaires. They found that theimplementation of the CADCAM was led by headquarters staff in corporate engineering and
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ESSENTIAL GUIDE TO QUALITATIVE METH
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This book is dedicated to our child
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viii ---------- CONTENTS ----------
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Notes on ContributorsJohn Benington
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AcknowledgementsIt has been 10 year
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2 ---------- QUALITATIVE METHODS IN
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9 ---- Qualitative Research Diaries
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10 ---- Stories in Organizational R
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Table 20.2 Examples of open coding,
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21 ---- Using Templates in the Them
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Table 22.1Matrix 1: descriptive sum
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Table 22.2DebbieAndrewMatrix 2: con
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Table 22.2cont.Allan Petrol scam Wa
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