A SOFT SYSTEM METHODOLOGY TO SOLVE WICKED PROBLEMS IN CONSTRUCTION ORGANIZATIONS

Introduction
The venture of recreation, construction and development is a complex business and the management
that directs and runs such complexities cannot be undervalued. Such developments are becoming more
challenging as the result of ever increasing demand of construction to accommodate the growing
population and expansion of cities. This is mainly due to surplus resources, evolving industries,
progression in transport and communication, commercialization, economic pull factors towards the
cities, and in view of educational and recreational facilities (Chuvieco et al., 2010).
The hindrances and challenges get more prominent with the involvement of contract agreements,
imprecise time and cost evaluation by the contractors, lack of proper management and collaborating
with other companies with in the same industry. This puts the managerial capabilities in the recreational
business to the test and demands to operate with novel and modern approaches instead of traditional
applications in construction management. Adding to this, it is therefore essential for the management to
consider implementing alternative approach to solve such ‘wicked problems’. A wicked problem is a
problem that is complicated or is without a consistent solution to solve because of partial, conflicting,
and challenging requirements that are often difficult to distinguish (Cleland et al., 2018).
Moreover, “It is an industrial, social or cultural issue or concern that is difficult to explain and inherently
impossible to solve or either have long for answers to, but answers do not come easily” (Yawson and
Robert, 2015). There are number of reason for a problem to be wicked. These problems are also
considered hard as oppose to the ordinary organizational problems in the world of business and may
entail an undefined time period and application of non-standard techniques. Not only do predictable
techniques fail to tame wicked problems, but they may aggravate the outcomes and causing adverse
consequence within an industry or economy in general.
However, researches have been carried out and systems were developed in order to tackle some of the
wicked problems that businesses encounter and one of the systems that is considered to stem
approaches coherently is considered to be a Soft Systems Methodology (SSM). SMM is a wide systems
approach that is used for investigation and problem solving in difficult and messy situations (Checkland
and Poulter, 2020). SSM predominantly make use of “systematic thinking” in a series of assessment,
learning and suggestion to help comprehend the various aspects that may brought into consideration by
management dealing with a situation. Additionally, SSM is commonly apposite to the conduct of
complex management systems, and attempts to assess as many different options as possible with
interference in real-world system, hence the references to 'wider systems'. This approach is relevant to
many departments and domains in an organization including supply chain management, for wellbeing
and medical system planners, CSR policy planning, human resource management, logistical evaluations
of a business, and skilled systems development. As further emphasized by (Khisty, 1995) that SSM is an
inquiring system used for tackling ill-structured, messy problem situations especially in engineering and
planning. Furthermore, SSM as a learning method plays multiple roles as it is a method of facilitation in
the team work, a method of enquiry and a method of consensus building and is being used in research
related to project and knowledge management and simultaneously in engineering and construction
management (Muka and Lencse, 2007).

Therefore, this report critically analyses and synthesis the application of Soft Systems Methodology that
may help in dealing with wicked problems related to managing and supervising a construction project
management, particularly those situations that requires critical understanding and uses unconventional
methods. It goes onto discussing a case study of a construction company dealing with a perplexing
situation in their organization that include employee, managerial and strategic aspects. Finally, it
suggests practical ideas for organizations, construction and recreation industry in particular, to adopt
SSM with a view towards developing its strategic practices and remolding its pre-planned decisions in
dealing with a wicked problem in a logical way and discipline.

The Kind of Problems Managerial System Faces under Project Management in Construction Industry

Construction and development industry is relatively a vast and tough business. Regardless of the types
that denotes such industry it operate in for instance acquiring the land, architecture, financial planning
and its implementation, operating and maintaining the legal, it is still mainly observed as resistant and
old fashioned industry. This also means that construction industry usually has culture to restrain itself
from any sort of adopting new and contemporary innovation in the way it gets managed, be it modern
technology or an innovative organizational working process (MacVaugh and Schiavone, 2010).

A lot of construction and recreation contractors establish their businesses with big aims and objectives.
However, as big as their goals are, this niche demands multiple managerial strategies to organize the
industry made up of multiple suppliers, architects and specialist contractors in contrast to other
industries. Construction is a very challenging and demanding process (Lingard and Sublet, 2002). It often
gets very hectic for the construction team to work under consistent pressure for long hours in order to
meet the deadlines so that the projects do not get terminated. Therefore, considering innovations and
planning to experiment with fresh ideas are considered as activities that may add managing issues and
can possibly put the success of the project to the risk. Due to this reason, a culture in construction
industry often ignores such endeavors of performing imaginatively in order to avoid risks. However,
since automation in other fields of industry, research and innovation in recreational business has
resulted in numerous innovative progression, products and technologies in the construction related
discipline.

These advancements aim to help with boosting low production levels and influence the flow of quality
management, information communication technologies (ICT) and also facilitates knowledge
management in the development industry so that diffusion and adoption of these within construction
sector can be done suitably. Struggle to change this stubborn culture, lack of incentive and reward
systems, leadership and control issues, unclear strategy and mission, deficiency in learning methods in
this knowledge-driven global economy lead to inconsistency and disagreements (Leibold, 2007). All
these distinct issues suggest that the development sector is facing some intensive ‘wicked problems’
(Ballard 2002).

The Role of Management and Wicked Problems

The two institutes of authority in an organization that have the characteristics of assurance and
sometimes ambiguousness, the management and leadership, are very much linked to classification of
tame and wicked problems (Grint 2005). A problem that is tamed can be difficult or shows compilations
while getting solved. However, the factor that makes a tame problem less complex is that it might have
occurred possibly not within an organization but might be somewhere in the world of business with
many industries. Therefore, there is only a limited level of doubt involved in it that is associated with the
leadership and management. Tame problems are similar as solving a puzzle, there will be some ways for
the management to find a solution to an organizational problem, but there is always an answer. A much
considerate example for this problem solving approach is F.W. Taylor’s theory of Principles of Scientific
Management. Taylor’s theory implies that by optimizing and simplifying the tasks and right science
applied to it, the best possible solutions can be seen and thus productivity will emerge naturally (Taylor,
2004). The role of management, therefore, is to provide a standard managerial procedure with an
appropriate process that have been implied before and showed results to solve a problem.
On the other hand, a wicked problem is more composite, not just complicated to solve as it cannot be
removed from where in initiated, solved, and returned the workings back to normal. Wicked problem
and its concept were first acknowledged by the research work of Rittel and Webber (1984) that
investigated the problems occurred in business and society in general that strategists and tacticians
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face. A wicked problem is defined as a problem wicked in nature as in the sense that they are very
difficult to solve (Peters, 2017). A wicked problem generally has a very intense network that is unified by
a single factor or is connected to multiple components which makes it complicated to recognize how
one decision will impact other decisions within a specific problem or if it generate new ones. Moreover,
this category of problems results in uncertain conditions thus generating further risk factors and
productivity issues. Additionally, Becker has observed in his conceptual framework study for wicked
problems that inconsistency and disagreements arises from such problems where there are opposing
claims, especially where ‘good outcomes’ are exchanged off against ‘bad outcomes’ within the same
value system (Becker, 2007).

Figure A
Figure A provides a summary of what a wicked problem may hold. These often tend to create
disapprovals and disputes in between stakeholders. There is no exceptional consequence that totally
eradicates a problem but only shows good or bad outcomes. Furthermore, it complicates the decision
making process and compromises other pre-defined goals and targets of an organization and profoundly
affects its managerial capabilities.
The management responsible for an organizational transformation is often highlighted as a complicated
process that is therefore specified as a wicked problem (Elia et al., 2018). As a result, knowledge
management comes into action as it deals with wicked problems in a way particularly where the
‘problem space’ is continually revolving and complex judgments are required (Lang, 2001). Multiple
theories are presented and suggested by the researchers and strategists in the field of knowledge
management. The deal with a wicked problem, it is recommended by Gustafsson to make use of a
united approach that acknowledges that a wicked problem as a whole is inter-connected and the
consequences can affect the other parts of different strategies (Gustafsson , 2002).
One of a recommendation is that in taming a wicked problem, it is particularly helpful there should be a
thorough process of discussion, questions and possibilities, a comprehensive stakeholder analysis and
reflection among employees that will eventually lead to understanding and bringing together different
viewpoints and perspectives (Norris, 2016).
Ultimately, a conceptual recommendation was suggested by Peter Checkland of using Soft Systems
Methodology (SSM) on the basis of 10 years of consistent research developed at Lancaster University
academics to deal with complexities of wicked problem. The Soft System Methodology approach is
based on thinking methods and also the method concepts to help analysts an opportunity to
progressively improve the situation or task a wicked problem has occurred in (Checkland et al., 2006). To
make it easier to understand, an SSM framework includes discussion and conversation with all the
stakeholders taking part in the learning process. This way a foundation is based on which a
comprehensive stakeholder analysis can be formed to respond to wicked problems.
The Uses of Soft Systems Methodology
Soft system thinking was developed to eradicate the ‘wicked-ness’ from a wicked problem. As opposed
to diminishing the complexity of a wicked problem by a mathematical and numerical model, which is the
hard system thinking, soft system thinking attempts to incorporate different analysis and perceptions of
the people concerned with a situation (Robles, 2012). In order to apply these ideas in attempt to form a
practical theory around it, Soft System Methodology (SSM) was introduced by Peter Checkland
(Checkland, 2000). Checkland presented this theory to aid strategists and analysts to exercise and apply
their study for a complex problem and then attempt the SSM model to a problem that “cannot be
formulated as a search for an efficient means of achieving a defined end; a problem in which ends, goals,
purposes are themselves problematic” (Checkland, 1999, p. 316). Soft Systems Methodology is reviewed
as a seven-step logical sequence presented in Figure B.
 Figure B (Checkland and Holwell, 2007)
These notified steps do not have to be a sequenced process as an analysis of a wicked problem can be
carried out at any stage. However, soft system thinking persuade analysts to view situations from an
educational and knowledge-building perspective, therefore, components that involve human thinking
are considered as pivotal characteristics of organizations.
A Case Study of an Organization with Wicked Problem and How Soft System Methodology Comes Into
Rescue
A major British construction contractor company, HG Construction, was chosen for the research purpose
to imply soft system study on one of their wicked problem related Pre-Qualification and Pre-Tendering
Process in Construction. It is the most crucial part of bidding process in which contractors are supposed
to place a bid for work on a construction or development project. One of the most elementary purposes
of this process is that pre-qualification opinions and pre-tender consultations are carried out which
make it easy is for the client to specify those potential contractors that are most suitable for their
particular development project. The shortlisted contractors are then invited for tender process in which
the employer and developer agrees on a price and expenses to cover a project (Wimalasena and
Gunatilake, 2018).

This specific process of “Pre-tendering” was chosen as the whole organization of HG Construction
heavily depends on as it is one of the primarily means of getting a construction or development project.
The wicked problem this organization is facing arises here in the form poor knowledge induction,
delayed decision making process and mismanagement. Before bidding for a certain project, decisions
related to continue and further undertaking in a specific project should be taken with the involvement
of all the stakeholders which is not the case at HG construction since most of these decisions are mainly
made by engineering and designs manager, developers and chief estimators. Consultants who would
present their ideas and recommendations regarding new directions, new products, new techniques, new
functions, and new ways of thinking are often over-shadowed as adopting innovation has been a tough
ritual in this organization. Therefore, pre-qualification and pre-tender process presents a challenging
task for demonstrating knowledge management complications.

Applying Soft Systems Approach to the wicked problem faced by HG Constructions

Figure C clearly defines what components goes into the process of Soft System Methodology and how
indicators that identifies wicked problem such as rich pictures, root definitions and conceptual models
impacts in simplifying the results of a complex problem.

Figure C (Checkland and Holwell, 2007)

The pre-tendering and pre-qualification approach appears in an implicit manner as it relatively depends
on the human team that controls it. This particular process does not include a tangible trade but
requires and exchanges knowledge and decision making capabilities that inhabits in minds of the
stakeholders in order to carry out the process. Therefore, problems identified in this process make a
perfect example to exemplify knowledge management and its tactics. Since the pre-tendering process
profoundly depends on the whole team and if one of the members from management or consultancy is
absent, it affects the efficiency of the process. Therefore, the need of the time demands the knowledge
process to explicit instead of implicit.
Rich Picture
In order to identify the stakeholders and the actors involved in the pre-qualification process in
construction industry, Figure D was sketched:

Figure D
The rich picture portrayed in Figure D includes all the main contenders involved in the process which
also presents what areas or key players are neglected in the structure affecting the process. While
practicing the stages of SSM, through interviews with chosen project team members, aids in developing
a rich picture that illustrates relationships and work flow among the different stakeholders while taking
a decision at pre-tendering. The purpose was to identify and understand how the formation, practices,
viewpoints impacts the work-in-progress at this pre-qualification process.
Interviewees were asked about:
 Their participation in the pre-tendering process
 Up to what extant their say is heard and considered
 How satisfy are they with the current decision making process
 The outcomes of important tasks that they have achieved in the past in which they feel
immensely involved.
Recognizing Key Changes to Make Positive Impacts in the Work Flow; the Root Definition
Pre-tendering is basically meant to be controlled by the team that is preliminary to the team of
contractors. The team is also assisted by Project Estimators and the Design Managers. They should
uniformly consider the potential projects from the business manager and with the collective knowledge;
they should prepare detailed understanding of the potential project with cost and expense estimations.
This is will help in assisting the Regional Manager in evaluating the probability of making a sensible bid.
The decision making process should be quick and affective within short time span and with professional
support and consultancy from the consultants since the pre-qualification and pre-tendering process
takes place in a very competitive environment where the appropriate measures, aims and corporate
targets, value and the timeline are all crucial in a construction business. Figure E further summarizes the
paths HG Construction should adopt in their pre-tendering process:
 Collect the information of, and shortlist the potential projects
 Expand and sustain required knowledge
 Widen and understand the processes
 Set the mark required to review the possibility while bidding
 Observe and manage the model and calculate the details.
 Figure E

Conclusions
Soft System Methodology, under the aforementioned aspects that application of SSM to problems that
are complex and ‘wicked’ in nature, can be clearly seen and proven fruitful in group learning. Moreover,
it is one of a principle source of knowledge management in which a group decision-making approach
and analysis is needed. It is a useful way to map process complexity and develop and refine solution
accordingly (Dalkin at el., 2018). Adding to this, Soft System Methodology tries to strengthen the bond
of stakeholders involve in a process by a keen and functional participation. Furthermore, it also supports
cooperation in between the leadership and management in a problem solving process.
Therefore, this report has vividly demonstrated the usefulness in applying Soft System Thinking process
to tribulations in construction project management, particularly in those where knowledge management
issues those are tricky and difficult to act upon in an approach to tackling the wicked problems.
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