Peter Checkland – författare

Systems Thinking, Systems Practice "Whether by design, accident or merely synchronicity, Checkland appears to have developed a habit of writing seminal publications near the start of each decade which establish the basis and framework for systems methodology research for that decade." Hamish Rennie, Journal of the Operational Research Society, 1992 Thirty years ago Peter Checkland set out to test whether the Systems Engineering (SE) approach, highly successful in technical problems, could be used by managers coping with the unfolding complexities of organizational life. The straightforward transfer of SE to the broader situations of management was not possible, but by insisting on a combination of systems thinking strongly linked to real-world practice Checkland and his collaborators developed an alternative approach - Soft Systems Methodology (SSM) - which enables managers of all kinds and at any level to deal with the subtleties and confusions of the situations they face. This work established the now accepted distinction between 'hard' systems thinking, in which parts of the world are taken to be 'systems' which can be 'engineered', and 'soft' systems thinking in which the focus is on making sure the process of inquiry into real-world complexity is itself a system for learning. Systems Thinking, Systems Practice (1981) and Soft Systems Methodology in Action (1990) together with an earlier paper Towards a Systems-based Methodology for Real-World Problem Solving (1972) have long been recognized as classics in the field. Now Peter Checkland has looked back over the three decades of SSM development, brought the account of it up to date, and reflected on the whole evolutionary process which has produced a mature SSM. SSM: A 30-Year Retrospective, here included with Systems Thinking, Systems Practice closes a chapter on what is undoubtedly the most significant single research programme on the use of systems ideas in problem solving. Now retired from full-time university work, Peter Checkland continues his research as a Leverhulme Emeritus Fellow.

After an explanation of the book’s purpose, the authors provide in Part 1 first an overview of SSM as a whole, then a fleshed-out account with just enough detail and advice to enable the reader to set about using the approach in problem situations of concern. Part 2 describes examples of SSM in action and also pays special attention to one of the most common application areas: that of work in the information system/information technology field. A final chapter in part 2 discusses the difficulties some people have in grasping the true nature of SSM, drawing attention to the inadequacies in much of the secondary literature. Appendices provide an outline of the theoretical considerations which underpin SSM, a guide to sources of further information and illustrations of some of SSM’s techniques.

Science-based technology helps to shape our lives, and no technology is more powerful in this respect than that associated with information. But the emerging linked fields of information systems and information technology are still in a very confused state. There is a torrent of technical developments but the concepts which bring structure to the field and make sense of it lag behind. This book seeks to dispel that confusion, and aims to make sense of IS and IT as a whole. Conventional theory bears little relation to the experience most people have with computer-based systems in organizations. Based on real-world experiences in both the private and public sectors, this book from Peter Checkland and Sue Holwell tackles the subject afresh. Information, Systems and Information Systems provides a practice-based approach to the thinking needed to underpin provision of information support in organizations. Starting from fundamentals, the book develops a coherent account of the field. The book is thus a work of conceptual cleansing. It presents a well-argued and tested account of IS and IT which is both holistic and coherent. The sense-making models which emerge can encompass any particular assumptions about the nature of organizational reality and management, whether 'hard' functionalist or 'soft' interpretive ones, though the authors' sympathies are with the latter.