A Modified Form of SSM.

SSM is a general management and problem-solving methodology. However, it is possible to keep its spirit and adapt it specifically to the kind of problems considered in this module. The terminology of SSM will also be altered somewhat, but the main cycle of activities is left in place.

The process of analysis is:

1. Seeing the problem situation as problematic - assessing, in general terms, why the current situation is unsatisfactory.
2. Finding Out. An unstructured and unbiased review of the problem situation, taking in as many 'variables' of the situation as possible. In a real analysis this is done by the analyst working with as many people involved in the situation as possible: observing, talking, and recording. The main problem for this phase is how to bring some sort of order to what has been found out, without prejudicing further analysis. The standard SSM response to this is the 'rich picture' - which has many similarities to the 'mind map', or the transcript of a brainstorming session. In the case of a communication problem this will be a wide-ranging look at the groups of people involved, what they are trying to achieve, the media of communication used, how these media are used, blockages and problems, misunderstandings, etc.
3. Identifying Problem Perspectives. This stage involves finding promising approaches to the problem situation, formulating it through the eyes of those involved in the problem. In SSM this is known as 'formulating root definitions' - but this can be more understandably glossed as identifying major stakeholder groups and their perspectives. For each stakeholder group the analyst asks: what are they trying to achieve, what they see as the major benefits from their activities, who benefits from them, how they make sense of their activities, any major blockages and problems they experience, and what they think can't be changed. In a communication problem this will involve looking at the range of activities that necessitate the communication, and the role that communication plays in them.
4. Modelling Possible Solutions. In SSM, the basic machinery of systems theory is used to formulate possible improvements to current procedures. In the communication domain, this will involve looking at patterns of communication, possible improvements to them, and the potential role that communication technologies might play in improving them. It is important that it is not assumed that technologies are the solution to a problem - they might not be. These improvements are worked out from the perspective of each of the stakeholder groups - each is used as the centre of an 'ideal solution' from their perspective.
5. An Agenda of Possible Changes. The potential changes to the problem situation are assembled in a table. These are then evaluated for feasibility. The most important changes are those which seem to serve the needs of each stakeholder group.
6. Defining Changes. The most feasible improvements are defined precisely and put on an agenda for action.
7. Take Action.

This analytical process is most effective (in the communications sphere) for thorny problems of intra-organisational communication and information provision, or to educational processes. It can also be used for e-commerce/e-marketing communication problems, but in a more truncated form - it would possibly be better to use retail and marketing communication models for these purposes (or import them into the general SSM process).