Session 1:
Metode Pemecahan Masalah 1
Seminar e-Bisnis
Program Studi Manajemen
Universitas Bina Nusantara
Problem Solving Method
The problem-solving method that will be used in
the following discussion consists of four basic
steps:
• FIND OUT
Look at the problem.
Have you seen a similar problem before?
If so, how is this problem similar? How is it different?
What facts do you have?
What do you know that is not stated in the problem?
Problem Solving Method (2)
• CHOOSE A STRATEGY
How have you solved similar problems in the
past?
What strategies do you know?
Try a strategy that seems as if it will work.
If it doesn't, it may lead you to one that will.
Problem Solving Method (3)
• SOLVE IT
Use the strategy you selected and work the
problem.
• LOOK BACK
Reread the question.
Did you answer the question asked?
Is your answer in the correct units?
Does your answer seem reasonable?
Soft Systems Methodology
• Checkland's "soft systems methodology" is a response
to difficulty in applying the approach of hard systems
(engineering) thinking to business problems. Hard
systems engineering tends to emphasise:
– measurable system objectives
– top down decomposition of systems into sub-sytems.
Soft Systems Methodology (2)
• Advanced systems engineering may show systems with
unexpected and counter-intuitive behaviour and complex
feedback loops between components but, systems
engineering when applied to "human systems" leads to
problems.
– Organisation goals may be in dispute. It is wrong to assume that
all organisational members accept the views and goals of top
management.
– Formal methods usually begin with a problem statement but fixing the problem too early tends to hide problems.
– The method itself can restrict what will be elicited - conclusions
will reflect methods and starting positions.
Soft Systems Methodology (3)
• In principle, an SSM project is done by the people of the
organisation, with a consultant-facilitator. It covers:
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Problem situation
Analysis
Root definition of Relevant Systems
Conceptualisation
Comparison
Definition
Selection
Design
Implementation
CATWOE Analysis
• Part of the problem expression is identifying the parties
involved. Checkland uses mnemonic CATWOE to
describe the human activity and =situation. What is
CATWOE?
– Clients (those who more or less directly benefit - customers - or
suffer) from the machinations of the...
– Actors - the players, who perform the scenes, read and interpret
the script and improvise. Who are the local and institutional
actors .... who undertake the.....
– Transformations .... what transformations, movements,
conversions of X take place? What is the nature of the
transformations? What is the content and process of
transformation from ingredients to a sandwich, from mixed,
varied data to information, from an idea to a performance
concept or marketable product etc?
CATWOE Analysis (2)
• Weltanschauung or world-view .... what is going on in the
wider world that is influencing and shaping the system and
need for the system to adapt?
• Owners - the activity is ultimately "controlled" or paid for by
by the owners and it occurs within an
• Environment - the political, legal, economic, social,
demographic, technological, ethical, competitive, natural
environment ......
– NB: some categories (actor, client, owner, environment) may overlap.
• CATWOE analysis helps in working out a "root definition"
and expressing the domain of the problem. Avoid early
conclusions about who and what is "important".
Transformation Example
• Checkland offers the case of an aircraft landing system.
The transformation involves getting the incoming aircraft
from a height and a distance safely on the runway.
• The actors woul be the pilots (human and auto), the
clients would be the passengers and crew, the owners
the owners of the airline, and the environment: the air
traffic controllers, air lanes, traffic conditions and
geographic features.
• The weltanschauung may involve competition between
international airports, the airport-housing environment,
high concern for safety and high technology operations.
Rich Picture Diagrams
• Checkland tends to describe his systems with diagrams
or "rich pictures" - a diagram "without rules". Rich
pictures have some distinguishing features. They show
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the people involved
their stated purposes
their desires and fears (usually in think bubbles).
more environmental detail than most diagrams (human activities,
like processes, cross organisational boundaries).
– how interests agree or conflict.
• Rich pictures are cartoons - they can be funny, sad,
political ... and all at once.
The Process View
• Using CATWOE in an analysis exercise and drawing a
rich picture focuses attention on a process view. SSM
targets existing systems and Checkland encourages
investigation and definition of existing organisation
features and how these interact with the process.
Consider too the "climate" of the organisation (efficient,
sloppy, democratic, sulky, joyous ...?).
• After the problem examination and definition stage SSM
participants "should" be able to see the organisation
differently, more fully and to different levels and subproblems of problems.
• They will have "facts" and viewpoints at varying levels of
detail - many "problem" statements, some major and
some trivial. (Which are which?)
Root Definition
• The analysts now need to define what it is all about.
What is the arena of concern - lets synthesis the "root
definition" - a well- defined statement about the area of
activity and its components. This is for internal use
creative use not public dissemination.
• It may represent a minimum that can be agreed in terms
of a description of the real activity domain. People
should be able to see what they are agreeing to and
what has been left out. Examples? To be completed.
• A root definition defines both what is agreed and what is
still unresolved and other associated things. A root
definition for which there is a consensus - at a point in
time ..... is an important outcome of the SSM process.
Conceptual Modelling
• Having arrived at a root definition and a CATWOE rich
picture - the analysts can now turn attention to their
imagined, "ideal" system. Creativity and solution
generation time is here .... exploring
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the wild and fanciful
defining the musts and the desirables
evaluating and choosing
criteria for choosing - decisions - if a "best" model is found criteria maybe implicit .... but be clear about criteria!