Abstract
This paper examines two distinct ways in which hard and soft operational research (OR) methodologies can be combined, in series and in parallel. Multimethodology in series is acknowledged as the simpler and more common approach. Multimethodology in parallel is identified as having the potential to provide significant benefits to projects in political, changing, or ‘wicked’ contexts that multimethodology in series cannot. Observations regarding these approaches to multimethodology are examined in light of an information systems strategic planning project in the Australian public sector. Two distinct methodologies were combined in the project: soft systems methodology and project management. These methodologies are based on the soft and hard paradigms, respectively. However, findings in this paper have the potential to be transferred to combinations of other hard and soft OR methodologies.
Similar content being viewed by others
References
Ackerman F, Eden C and Williams T (1997). Modeling for litigation: mixing qualitative and quantitative approaches. Interfaces 27: 48–65.
Ackermann F, Franco A, Gallupe B and Parent M (2005). GSS for multi-organizational collaboration: reflections on process and content. Group Decis Negotiat 14: 307–331.
Andersen D, Bryson J, Richardson G, Ackerman F, Eden C and Finn C (2006). Integrating modes of systems thinking into strategic planning education and practice: The Thinking Persons' Institute approach. J Public Affairs Edu 12: 265–293.
Andersen D and Richardson P (1997). Scripts for group model building. Syst Dyn Rev 13: 107–129.
Avison D, Eardley W and Powell P (1998). Suggestions for capturing corporate vision in strategic information systems. Omega, Int J Mngt Sci 26: 443–459.
Avison D and Wood-Harper AT (1990). Multiview: An Exploration into Information Systems Development. Blackwell Science: Oxford.
Belton V, Ackerman F and Shepherd I (1997). Integrated support from problem structuring through alternative evaluation using COPE and V·I·S·A. J Multi-Crit Decis Anal 6: 115–130.
Bond C and Kirkham S (1999). Contrasting the application of soft systems methodology and reflective practice to the development of organizational knowledge and learning—a review of two cases in the UK National Health Service. In: Agarwal R and Prasad J (eds). SIGCPR Conference Proceedings. ACM: New Orleans, USA, pp 242–252.
Brocklesby J (1997). Becoming multimethodology literate: An assessment of the cognitive difficulties of working across paradigms. In: Mingers J. and Gill A. (eds). Multimethodology: The Theory and Practice of Combining Management Science Methodologies. John Wiley & Sons: Chichester, pp. 189–216.
Brown J, Cooper C and Pidd M (2006). A taxing problem: The complementary use of hard and soft OR in the public sector. Eur J Opl Res 172: 666–679.
Burrell G and Morgan G (1979). Sociological Paradigms and Organisational Analysis. Gower Publishing: Aldershot, England.
Calway B (2000). Systems approach for virtual learning development. In: Altman G, Lamp J et al (eds). International Conference on Systems Thinking in Management. CEUR Workshop Proceedings: CEUR-Ws.org, pp 118–123.
Champion D and Stowell F (2002). Navigating the gap between action and a serving information system. Inform Syst Front 4: 273–284.
Checkland P (1981). Systems Thinking, Systems Practice. John Wiley & Sons: Chichester, UK.
Checkland P and Holwell S (1998). Information, Systems and Information Systems—Making Sense of the Field. John Wiley & Sons: West Sussex, England.
Checkland P and Holwell S (2004). ‘Classic' OR and ‘Soft' OR—An asymmetric complementary. In: Pidd M. (ed). Systems Modelling: Theory and Practice. John Wiley & Sons: Chichester, pp. 45–60.
Checkland P and Scholes J (1990). Soft Systems Methodology in Action. John Wiley & Sons: Chichester, UK.
Cooke-Davies T (2000). Towards improved project management practice. Ph.D. thesis, Leeds Metropolitan University.
Costello K, Crawford L, Bentley L and Pollack J (2002). Connecting soft systems thinking with project management practice: An organizational change case study. In: Ragsdell G., West D. and Wilby J. (eds). Systems Theory and Practice in the Knowledge Age. Kluwer Academic/Plunum Publishers: New York.
Crawford L, Costello K, Pollack J and Bentley L (2003). Managing soft change projects in the public sector. Int J Project Mngt 21: 443–448.
Day J (2000). Software development as organizational conversation: Analogy as a systems intervention. Syst Res Behav Sci 17: 349–358.
Fitzgerald B and Howcroft D (1998). Towards dissolution of the IS research debate: From polarization to polarity. J Inform Technol 13: 313–326.
Flood R and Jackson M (1991). Creative Problem Solving: Total Systems Intervention. John Wiley & Sons: New York.
Flood R and Romm N (1997). From metatheory to ‘multimethodology'. In: Mingers J. and Gill A. (eds). Multimethodology: The Theory and Practice of Combining Management Science Methodologies. John Wiley & Sons: Chichester, pp. 291–322.
Gadamer H (1996). Truth and Method. Translated by Weinsheimer J and Marshall D. Sheed & Ward: London.
Gammack J (1995). Modelling subjective requirements objectively. In: Stowell F. (ed). Information Systems Provision: The Contribution of Soft Systems Methodology. McGraw-Hill: Berkshire, England, pp. 159–185.
Hassen N (1997). Soft project methodologies—Using mind mapping, and scenario/future mapping techniques in business and public sector projects to develop effective project plans. Proceedings of the 1997 AIPM National Conference. Brisbane, Australia: AIPM, pp 276–286.
Hobbs B and Miller R (2002). The strategic front end of large infrastructure projects: A process of nesting governance. In: Cleland D, Pinto JK et al (eds). Proceedings of the PMI Research Conference. Seattle, USA: PMI.
Holwell S (2000). Soft systems methodology: Other voices. Syst Pract Act Res 13: 773–798.
Howick S, Ackerman F and Andersen D (2006). Linking event thinking with structural thinking: Methods to improve client value in projects. Syst Dyn Rev 22: 113–140.
Jackson M (1997). Critical systems thinking and information systems research. In: Stowell F. and Mingers J. (eds). Information Systems: An Emerging Discipline? McGraw-Hill: London, pp. 201–238.
Jackson M (1999). Towards coherent pluralism in management science. J Opl Res Soc 50: 12–22.
Jackson M (2000). Systems Approaches to Management. Plenum: New York.
Kaplan B and Duchon D (1988). Combining qualitative and quantitative methods in information systems research: A case study. MIS Quart 12: 571–586.
Lai L (2000). An integration of systems science methods and object-oriented analysis for determining organizational information requirements. Syst Res Behav Sci 17: 205–228.
Lane D and Oliva R (1998). The greater whole: Towards a synthesis of system dynamics and soft systems methodology. Eur J Opl Res 107: 214–235.
Liu A and Leung M (2002). Developing a soft value management model. Int J Project Mngt 20: 341–349.
Mathiassen L and Nielsen P (2000). Interaction and transformation in SSM. Syst Res Behav Sci 17: 243–253.
McQuinn W (2002). Comment on how to conduct an action research study in the domain of information systems development. In: Ragsdell G., West D. and Wilby J. (eds). Systems Theory and Practice in the Knowledge Age. Kluwer Academic/Plenum Publishers: New York.
Midgley G (1997). Mixing methods: Developing systemic intervention. In: Mingers J. and Gill A. (eds). Multimethodology: The Theory and Practice of Combining Management Science Methodologies. John Wiley & Sons: Chichester, pp. 249–290.
Midgley G, Gu J and Campbell D (2000). Dealing with human relations in Chinese systems practice. Syst Pract Act Res 13: 71–96.
Miles R (1988). Combining ‘soft' and ‘hard' systems practice: Grafting or embedding? J Appl Syst Anal 15: 55–60.
Miles R (1992). Combining ‘hard' and ‘soft' systems practice: Grafting and embedding revisited. Systemist 14: 62–66.
Mingers J (1995). Using soft systems methodology in the design of information systems. In: Stowell F. (ed). Information Systems Provision: The Contribution of Soft Systems Methodology. McGraw-Hill: Berkshire, England, pp. 19–49.
Mingers J (1997). Multi-paradigm Multimethodology. In: Mingers J. and Gill A. (eds). Multimethodology: The Theory and Practice of Combining Management Science Methodologies. John Wiley & Sons: Chichester, pp. 1–20.
Mingers J (2003). The paucity of multimethod research: A review of the information systems literature. Inform Syst J 13: 233–249.
Mingers J and Brocklesby J (1997). Multimethodology: Towards a framework for mixing methodologies. Omega, Int J Mngt Sci 25: 489–509.
Munro I and Mingers J (2002). The use of multimethodology in practice—Results of a survey of practitioners. J Opl Res Soc 53: 369–378.
Neal R (1995). Project definition: The soft-systems approach. Int J Project Mngt 13: 5–9.
NSW Audit Office (2001). e-government: Use of the Internet and Related Technologies to Improve Public Sector Performance. The Audit Office of New South Wales: Sydney.
NSW Health (2001). Corporate Plan 2001–2003. NSW Health: NSW.
NSW Premier's Department (2000). Meeting the Government's Information and Communications Technology Strategic Agenda: Memorandum no. 2000-12. NSW Premier's Department: NSW.
NSW Premier's Department (2002a). Implementing the Shared Corporate Services Strategy: Circular no. 2002-01. NSW Premier's Department: NSW.
NSW Premier's Department (2002b). Information Technology—2002 Review of Information Management and Technology Strategic Plans: Circular no. 2002-16. NSW Premier's Department: NSW.
Office of Information Technology (1997). Information Management & Technology Blueprint for NSW—A Well-connected Future. Government Information Management Division: Sydney.
Ormerod R (1995a). Putting soft OR methods to work: Information systems strategy development at Sainsbury's. J Opl Res Soc 46: 277–293.
Ormerod R (1995b). The role of methodologies in systems strategy development: Reflections on experience. In: Stowell F. (ed). Information Systems Provision: The Contribution of Soft Systems Methodology. McGraw-Hill: Berkshire, England, pp. 75–101.
Ormerod R (1996). Putting soft OR methods to work: Information systems strategy development at Richards Bay. J Opl Res Soc 47: 1083–1097.
Ormerod R (1997). Mixing methods in practice: A transformation-competence perspective. In: Mingers J. and Gill A. (eds). Multimethodology: The Theory and Practice of Combining Management Science Methodologies. John Wiley & Sons: Chichester, pp. 29–58.
Oura J and Kijima K (2002). Organization design initiated by information system development: A methodology and its practice in Japan. Syst Res Behav Sci 19: 77–86.
Patton M (1990). Qualitative Evaluation and Research Methods. Sage: London.
Pidd M (2004a). Complementarity in systems modelling. In: Pidd M. (ed). Systems Modelling: Theory and Practice. John Wiley & Sons: Chichester, pp. 1–20.
Pidd M (2004b). Bringing it all together. In: Pidd M. (ed). Systems Modelling: Theory and Practice. John Wiley & Sons: Chichester, pp. 197–207.
PMI (2004). A Guide to the Project Management Body of Knowledge: Third Edition (PMBOK® Guide). Project Management Institute: PA, USA.
Pollack J (2005). Project pluralism: Combining the hard and soft paradigms in IS/IT strategy development in the NSW public sector. PhD thesis, University of Technology, Sydney.
Pollack J (2006). Pyramids or silos: Alternative representations of the systems thinking paradigms. Syst Pract Act Res 19: 383–398.
Pollack J, Costello K, Crawford L and Bentley L (2006). Systems of information and the development of project management competence. In: Ou L. and Turner R. (eds). Proceedings of IRNOP VII Project Management Conference. Publishing House of Electronics Industry: Beijing, pp. 265–276.
Ramsay D, Boardman J and Cole A (1996). Reinforcing learning using soft systemic frameworks. Int J Project Mngt 14: 31–36.
Remington K and Crawford (2004). Illusions of control: Philosophical foundations for Project Management. In: Turner R (ed). Proceedings of IRNOP VI Conference. Turku, Finland: IRNOP.
Rose J (1997). Soft systems methodology as a social science research tool. Syst Res Behav Sci 14: 249–258.
Rose J (2002). Interaction, transformation and information systems development—An extended application of Soft Systems Methodology. Inform Technol People 15: 242–268.
Rose J and Haynes M (1999). A soft systems approach to the evaluation of complex interventions in the public sector. J Appl Mngt Stud 8: 199–216.
Rose J and Meldrum M (1999). Requirements generation for web-site developments using SSM and the ICDT model. In: Hackney R and Dunn D (eds). Proceedings of the 9th Business Information Technology Conference. Manchester, UK: Manchester Metropolitan University.
Rosenhead J (1997). Foreword. In: Mingers J. and Gill A. (eds). Multimethodology: The Theory and Practice of Combining Management Science Methodologies. John Wiley & Sons: Chichester, pp. xii–xiv.
Sachdeva R, Williams T and Quigley J (2007). Mixing methodologies to enhance the implementation of healthcare operational research. J Opl Res Soc 58: 159–167.
Stewart R and Fortune J (1995). Application of systems thinking to the identification, avoidance and prevention of risk. Int J Project Mngt 13: 279–286.
Taylor M, Moynihan E and Wood-Harper A (1998). Soft systems methodology and systems maintenance. Syst Pract Act Res 11: 419–434.
Thomas J and Tjader J (2000). On learning and control—Competing paradigms or coexisting requirements for managing projects in ambiguous situations? In: Crawford L and Clarke C (eds). Proceedings of IRNOP IV Conference. Sydney, Australia: IRNOP.
Turner J and Cochrane R (1993). Goals-and-methods matrix: Coping with projects with ill defined gaols and/or methods of achieving them. Int J Project Mngt 11: 93–101.
Winter M and Checkland P (2003). Soft systems: A fresh perspective for project management. Civil Engineering—Proceedings of ICE 156: 187–192.
Wolstenholme E (1999). Qualitative vs quantitative modelling: The evolving balance. J Opl Res Soc 50: 422–428.
Yeo K (1993). Systems thinking and project management—Time to reunite. Int J Project Mngt 11: 111–117.
Yeo K (2002). Critical failure factors in information system projects. Intl J Project Mngt 20: 241–246.
Zhu Z (2000). WSR: A systems approach for information systems development. Syst Res Behav Sci 17: 183–203.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Pollack, J. Multimethodology in series and parallel: strategic planning using hard and soft OR. J Oper Res Soc 60, 156–167 (2009). https://doi.org/10.1057/palgrave.jors.2602538
Received:
Accepted:
Published:
Issue Date:
DOI: https://doi.org/10.1057/palgrave.jors.2602538