| dc.description.abstract | This paper defines managerial effectiveness as the ability to answer three questions: (1) Given sparse knowledge of a problematic situation, how is it possible to extract information from it?; (2) If such information can indeed be extracted, how can it be structured in a way which enables rigorous problem definition?; and (3) If a problem can indeed be defined rigorously, how can this definition be used to inform a systemic approach toward resolution? Managerial effectiveness, in other words, is understood as the ability to make systemic decisions in the absence of clear facts. A configuration of Soft Systems Methodology (SSM) is presented, and it is argued that this configuration addresses the three questions and facilitates useful and practical systemic results in the face of partial information. Overall, the paper provides a theoretical basis for discussing managerial effectiveness, a decision making model which renders the theory operational, a teaching and training tool for disseminating SSM, and a blueprint from which to begin considering software support for the methodology. | |
