Systems Intervention Strategy
SIS was developed by Mayon-White in the 1980s. Its purpose is to provide a cyclic structure for analysing business systems, but, unlike soft systems methodology, it is relatively quantitative (rather than qualitative).
The strategy has three stages: diagnosis, design and implementation, each subdivided into several steps (see Mayon-White 1993: 136).
Diagnosis
There is a zero stage of entry, at which point it is acknowledged that change is required, and that the process may be complex.
The first stage of the actual process is description, understanding the basic systems under consideration and getting points of view from participators. At the most basic level, this might involve drawing a spray diagram (see Fig. 1) to understand the different parties with an interest in the business, many of whom may need to be consulted.
The second stage is to identify objectives and constraints. The objective is to revitalise the business, which is described as ‘drifting’. Constraints include the resources available for investment and the staffing required if the business is expanded – there are already staffing issues with two key individuals about to reduce their hours.
The third stage to decide on ways of measuring these objectives: these will be quantitative wherever possible. Therefore, revitalisation might be measured by return on investment and increased turnover taking into account increased costs of running an expanded business if this path is chosen. Required staffing levels can also be calculated and recruitment needs calculated.
Design
Following the analytical stages above, the fourth stage is to develop as wide a range of different options as possible. This may include looking at the practicalities of developing a restaurant, or developing the garden centre business
The fifth stage is to model various options. Models should be simple, such as the multiple cause diagram in Fig. 2. This diagram demonstrates the likely outcome of continuing as at present without
The strategy has three stages: diagnosis, design and implementation, each subdivided into several steps (see Mayon-White 1993: 136).
Diagnosis
There is a zero stage of entry, at which point it is acknowledged that change is required, and that the process may be complex.
The first stage of the actual process is description, understanding the basic systems under consideration and getting points of view from participators. At the most basic level, this might involve drawing a spray diagram (see Fig. 1) to understand the different parties with an interest in the business, many of whom may need to be consulted.
The second stage is to identify objectives and constraints. The objective is to revitalise the business, which is described as ‘drifting’. Constraints include the resources available for investment and the staffing required if the business is expanded – there are already staffing issues with two key individuals about to reduce their hours.
The third stage to decide on ways of measuring these objectives: these will be quantitative wherever possible. Therefore, revitalisation might be measured by return on investment and increased turnover taking into account increased costs of running an expanded business if this path is chosen. Required staffing levels can also be calculated and recruitment needs calculated.
Design
Following the analytical stages above, the fourth stage is to develop as wide a range of different options as possible. This may include looking at the practicalities of developing a restaurant, or developing the garden centre business
The fifth stage is to model various options. Models should be simple, such as the multiple cause diagram in Fig. 2. This diagram demonstrates the likely outcome of continuing as at present without
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