Reflective Applications of Soft Systems Methodology (SSM) Across Contexts

Reflective Applications of Soft Systems Methodology (SSM) Across Contexts. Soft Systems Methodology (SSM), a method of inquiry grounded in soft systems theory, addresses complex, real-world situations characterised by ambiguity, subjectivity, and diverse stakeholder perspectives. While soft systems theory explores philosophical questions such as subjectivity and teleology, SSM provides a practical framework for structuring inquiry and facilitating collaborative learning. The end result of SSM is not a definitive solution, but rather considerations of actions for change that are judged systemically desirable and culturally feasible. This paper specifically employs SSM Mode 1, the original and most accessible form of the methodology, making it suitable for those new to soft systems approaches. SSM facilitates two types of learning: ‘Organisational Learning Type I’ (OI), which involves single-loop learning focused on improving existing processes, and ‘Organisational Learning Type II’ (OII), which involves double-loop learning, questioning underlying assumptions and leading to more fundamental changes. The interdisciplinary relevance of SSM is demonstrated through its application in fields such as management, healthcare, education, and environmental studies. These applications underscore its capacity to navigate complexity, promote shared understanding, and drive systemic change. Reflective insights into these case studies reveal the methodology’s strengths in fostering participatory decision-making and addressing power dynamics amongst stakeholders. However, the paper also calls for further theoretical exploration, particularly regarding the philosophical foundations of soft systems thinking and their implications for practice. SSM has made significant contributions to both academic discourse and practical problem-solving, enriching the broader field of systems thinking. This paper advocates for the continued development and application of SSM, emphasising its potential to address the evolving complexities of modern organisational and societal systems and comparing its strengths and weaknesses against popular agile methodology currently in practice.