An application of systems methodologies to investigate social complexity at the Felixton Mill area.
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Date
2014
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Abstract
Soft Systems Methodology (SSM) is one type of systems methodology that was developed in response to the limitations of the systems engineering approach. It uses a flexible, yet organised process to bring about action to improve problematical situations. This research employed SSM and systems science, in combination with standard qualitative methods, towards comprehending social complexity in the context of the Felixton Mill area, an important component of the South African sugar industry. This context is characterised by diverse stakeholders who have multiple and often competing objectives. This research formed part of a larger multi-disciplinary research project, which was aimed at finding improvement processes for use in the sugar cane supply and processing system. Data were collected mainly through in-depth semi-structured interviews and SSM workshops which were held with growers, hauliers, the miller, and industry stakeholders, and processed using thematic analysis. The findings revealed that critical factors such as haulier inefficiencies, cane supply, and cane quality, were affecting the sustainability of the Felixton Mill area. The diverse goals of the stakeholders were found to be characteristic of a purposeful system, as is the case with social systems, but were identified as a potential source of conflict. The research highlighted the value of applying SSM to comprehend social complexity in this type of context. Critical factors such as starting conditions, time allocated, grouping of participants, and prompts by the facilitator, were found to play a role in the SSM process. The study contributed to social complexity theory through the development of a model to illustrate the role of power, organisational culture, decision-making, and value systems in complex social systems. Methodological lessons were provided, and an SSM facilitation model developed, to guide SSM practitioners who intend to facilitate change. Conceptual models were also developed to assist with navigating complexity in multi-stakeholder engagements. The study finally proposes a novel multi-stakeholder leadership model applicable in this and other contexts.
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Doctoral degree. University of KwaZulu-Natal, Durban.