329 13 Interaction and Transformation * Lars Mathiassen

Soft Systems Methodology (SSM) is a framework for the exploration of ideas, beliefs, and assumptions about human activities, and it offers an innovative and effective approach to many of the problems and challenges involved in organizational learning. The underlying understanding of human activities as transformations is, however, for many of the practical purposes of IS organizations too limited. It is argued and illustrated that there is a need in SSM for a complementary type of human activity system focusing on interactions rather than on transformations. A specific proposal for how to include interaction systems into SSM is offered, and the implications for soft systems thinking and practice is outlined. 1. Background: Soft Systems Methodology SSM is a methodology developed at the former Systems Department at Lancaster University. The Lancaster researchers and students have since the late sixties applied various versions and aspects of SSM in order to test, develop, and rethink its structure. Action research has been their research approach. Every claim on the usefulness of SSM or any part of it stems from its application in practice when intervening into private enterprises and public institutions. The general version of the methodology is well-documented and argued for in the works by Checkland (Checkland 1981; Checkland et al. 1990b) and specialized methodologies relevant to particular ar-