Time Banking As A System Change: The Soft System Methodology Approach

Stage 1 - Unstructured problem situation and 2 - The problem situation expressed

At this point it will be necessary to create a picture of the problematic situation, not only merely perfunctorily stating a problem (Checkland, 1993). From this point of view, the problematic situation would be the implementation of TB itself. In this context, the word “problematic” might seem confusing, as it often has a negative connotation (Checkland, 1993). At this point, however, the term is being used neutrally simply to describe a situation which must be resolved. This situation should be expressed in richest possible way, also with the help of a method called “rich pictures.” At the second stage, the precise structure of the problematic situation must be absolutely clear, for example even outlining possible sub-problems within the situation as well as uncovering processes which are present within these. The structure might be diagrammed in terms of physical layout or examined in terms of power hierarchies, reporting structures, and the patter of communications both formal and informal (Checkland, 1993). Processes may be examined in terms of the basic activities of deciding to do something and doing it, along with the close monitoring of both these steps. Then, once a particular measure is undertaken, the external effects are examined and corrective action(s) taken. The relationship between structure and process has often been found to be a core characteristic of situations in which problems are expected (Checkland, 1993).

Stage 3 - Root definitions of relevant systems

With the focus on what the systems are (i.e. elements of the problematic situation), not on what they do (Checkland, 1993), the definitions have to be broad enough as well as include possible restrictions in order to for them to provide a firm foundation on which to base further actions to be taken. It is desirable to create quality definitions which would allow the production of suitable conceptual models. To assure the connection between these definitions and models to reality, it is recommended to use the so called CATWOE model (Checkland, 1993). The acronym comes from C – customers: the entity for which the change is made and those who are affected by it. A – actors: the agents who carry out the main activities of the system, especially its transformation. T – transformation: the means by which defined inputs are transformed into defined outputs. W – weltanshauung: an outlook, framework or image which makes this particular root definition meaningful. O – ownership: an entity which manifests the prime concern over the system and can cause the system to cease to exist. E – environmental constraints: features of system’s environment which must be taken as “given” (Checkland, 1993).

Stage 4 - Conceptual models

Building conceptual models on the basis of root definitions is the most important and demanding step in the whole SSM framework. Root definitions describe a system in terms of what it is . A conceptual model should be framed in terms of its primary function in order to manifest the precise characteristics described in its root definition. One key phase of this process is a compiling a description based on verbs in a logical order which would lead to the transformation in question. It is recommended to start with about six verbs which cover the main activities as defined in the root definitions. It may be beneficial to advance to the higher “resolution level” of sub-systems which might emerge as a part of the change. At this point when defining a system, indeed particular features of what we can formally call a system must be reflected upon: it must have an ongoing purpose or mission; it must entail a measure of performance; it contains decision-taking processes; it consists of components which are themselves systems, having all the properties thereof; it has components which interact; it exists within wider systems and/or environments with which it interacts, but also has a boundary separating it from them; it has resources, both physical and abstract through, e.g. its human participants; it maintains some guarantee of continuity and long-term stability, being able to recover stability after some degree of disturbance (Checkland, 1993). Stage 4 - Conceptual models

Stage 5 - Comparison of 4 with 2

This stage might entail several approaches, but four are employed most often. The first approach is to use the conceptual models formulate key questions related to the existing situation. As these questions are addressed, light should be shed on the differences between the model in question and the real circumstances of the situation. The second approach is to reconstruct events from the past and compare what would have happened if this conceptual model had been used at various points in history. The third approach is to discuss the conceptual model with an appropriate stakeholder who can identify key differences. Finally, the fourth approach is based on creating a model of what now exists and comparing this model of reality with the conceptual one.

Stage 6 - Feasible desirable changes and 7 - Action to improve the problem situation

The changes can be now outlined and proposed based on the previous comparison. These can take three forms: changes in structure, in procedures and in attitude. As first two are in comparison relatively easy to achieve, changing attitudes might prove the greatest challenge. In addition, it has to be noted that the changes must be shown to be systematically desirable as a result of root definitions, as well as culturally feasible given the characteristics of the situation and people who encompass it (Checkland, 1993).

Stages 1 and 2

These two steps are will be key, as the perception of a particular problem situation will vary in different locations and points of view. In broader scale, a problem situation could be identified as the growing distances among people in urban areas, after which we would impose TB as a solution. To apply SSM we must proceed further and deal with all aspects of a situation in which TB will be implemented as a tool to describe possible systemic changes. One example might be how the implementation of a TB in a particular region will have an impact on several elements in the environment where it happens, with these consequences forming an unstructured problematic situation. Therefore, our unstructured problem would be uncertainty, both positive and negative, brought forth by these impacts. To grasp the situation in as comprehensive a way as possible, it would need to be examined from several points of view, with potential procedures and outcomes most likely re-iterated a few times before a clear picture emerges and root definitions can be defined. The problem situation would be very broad, entailing numerous root definitions, thus the primary focus must be on structures and processes within the problematic situation.

Stage 3 and CATWOE

The formulation of root definitions will depend on the nature of problem situations created by the implementation of a TB. These resulting situations and elements thereof which would be subject to change must be determined only when the initial real situation has been explored fully. This stage along with the next one will be key for the change. Nonetheless, at this point in the process it may be useful to identify the components of CATWOE.

• Customers: in a broad sense, entire target groups of the potential TB members, but also organizations who could possibly be involved in a TB.

• Actors: various stakeholders involved in the founding and running of a TB. This will be mainly the coordinator, the possible base institution, funders, local administration, etc.

• Weltanshauung: a populated area with a lack of interaction within a community or communities.

• Ownership: the primary entity who founds and runs a TB as well as possibly, but not necessarily, funds it as well. This might be the base institution itself or a separate entity.

• Environmental restraints: the physical characteristics of a geographically defined area as well as its laws, shared ethics, etc.

One possible root definition might be: the current situation will be transformed by introducing a system which supports the local economic reality in the social sphere, with a focus on community development and the support of other community based projects. The economic exchange system is only a medium to achieve its mission of community development driven by the community itself on an autopoietic basis, ensuring the sustainability of positive impacts along with containing and resolving any negative ones.

The above is only one example of the creation and development of a root definition. From this context, more root definitions will likely follow; these should be re-iterated and closely evaluated in as much detail as possible in terms of potential ramifications to the real situation to allow the efficient formation of conceptual models.

Stage 4

The development of conceptual models regarding various potential impacts of the implementation of a TB will be very dependent on the previous stage, as these are tightly interconnected. The TB system and its sub-systems will follow all the points mentioned above. This stage has the long-term goal of correcting flaws in the mainstream economic system at a social level. This entails a measure of performance, with the economic element of the exchange of time currency serving as a tool for evaluation of its outcomes. The TB has governing body which allows the taking of decisions as well as its own sub-systems such as groups of people, organizations, interests, workgroups and even sub-systems of relations to other important institutions (governmental, etc.). People create a TB, thus those involved are the main nuclear components interacting among themselves and community members, but all the mentioned sub-systems – both inside and outside of a TB system – are interacting with the surrounding environment. These parameters are, however, strictly defined by statutes and descriptions, thus boundaries separating the TB from its surroundings are clear. It has its own resources, consisting mostly of its members, who by their activities provide a resource with which to run a TB, along with abstract resources to develop it further. In an ideal case, the TB also has an external resource in the form of funding. The TB possesses the guarantee of continuity provided by its mission and the fact it is designed as a long-term endeavor. Yet even it functions (depending on the will of community) and begins producing desirable results, it may to a certain extent encounter resistance to disturbances in the status quo.

Conceptual models at the initial state can also contain as many as six verbs per definition and, as indicated earlier, more root definitions will certainly follow. But to illustrate the next step using the definition outlined above, the verbs might be: support, develop, transform, (community) driven, ensure (sustainability), resolve.

Transforming a current situation by introducing a system which supports local the economic reality within the social sphere with a focus on community development as well as support other community based projects in which the economic exchange system is only a medium for the TB to achieve its transformative mission of facilitating autopoietically driven community development and to ensure the sustainability of positive impacts as well as contain and resolve any negative impacts.

Stage 5

This stage can most appropriately be compared to the fourth one. When a TB system is introduced, it will be beneficial to create a model of reality which is accurate for today and which will describe the transformation as well as compare present circumstances with the projected future situation. This is accomplished before the transformation is made in order to assess possible impacts. Another possibility is a return to the very first stage, in which a set of questions to be answered would be devised based on the conceptual model, and by this contrast between present and projected reality certain important issues might be addressed. This approach would be more appropriate regarding some of first iterations to make root definitions more precise, whereas the fourth approach – comparing model to model – would make more sense when we have more complete set of root definitions and fuller conceptions of possible models.

Stage 6 and 7

As the introduction of TB here is conceived, feasibility has already been tested in environments where TBs have been functioning for the past thirty years. Nevertheless, the conceptual models described in the present paper will consider all local, cultural, economic, social and other issues, with many of possible changes found in fact not to be feasible or/and desirable. At this point, impacts on society might be evaluated and the final planning decisions made about the precise form the implementation will take.

Final discussion

The aim of this paper was to explore the possibility of the use of a tested methodology to facilitate systemic change in an economic paradigm within a socio-economic context. The approach chosen to bring about the change by igniting community development in various directions is time banking employed through Peter Checkland’s Soft Systems Methodology.

Accomplishing a systemic change is not an easy task, and it ought to be noted that we neither anticipate nor desire radical changes regarding any complete economic paradigm. Nevertheless, the implementation of the concept of the sharing economy has been proven to be beneficial, as is clearly evidenced from the 30-year history of TB (Boyle & Bird, 2014; Cahn, 2000; Ozzane, 2010; TimebanksUK, 2005). The problem is scale and variety in local conditions, so that along with the (granted) extremely ambitious idea of a paradigm shift, the focus can be turned to more manageable small changes in certain areas where the introduction of a TB system would bring about the most concrete benefits. By means of these gradual, small steps a bigger change can be achieved following David Holmgren’s expression “Slow is sane and small is beautiful” (Holmgren, 2011) as well as the projection that the system should also tend to autopoiesis (Holmgren, 2011; Checkland, 1999). At any rate, in making a transition in any location, a systemic SSM should be followed. This methodology offers an overview of the situation which is itself decomposed and restructured, before comparing it with the reality. This can all be done well in in advance to anticipate and predict impacts on the society, stakeholders and environment where a TB will be introduced.

One of rubrics of SSM is to bring about completely new points of view and not predestinate nor impose any existing structure in the solution (Checkland, 1999). On one side, using an existing system such as TB might seem like an unwieldly imposition. But from the perspective of an imminent implementation, using SSM is the most efficient and effective way to plan and predict a change, as unstructured problematic situations can be more readily predicted throughout the process of design and implementation. TB depends on human beings sharing, cooperating and exchanging through a community and from this point of view it is super soft system with a high level of entropy. Of course it might be said that many TBs have been established without the use of SSM and they continue to maintain functionality; still, a high rate of failure remains an unwelcome reality for several reasons (Shih, et al., 2015; Valek, 2013). Risky aspects of the implementation of any change large or small could be foreseen, thus either wide-scale or detailed adaptations can be instituted throughout the entire TB in question. This is in fact almost always the case, with the suitable adaptation of a TB to local conditions determining its degree of success. The modifications and adaptations made to earlier plans could be drastic, but the core values determined at the inception of the TB should be still served and preserved. On the other hand, even these core values might be found to require reconsideration, modification or extension, so consequently in using SSM a new approach to community development is derived. Beginning from the initial concepts of a TB to the implementation of concrete plans, the mission of defining and achieving desired changes is greatly facilitated.

This paper has been only a preliminary probe to determine the fundamental feasibility of using SSM in TB and to outline possible uses of this approach. The problematics have here been sketched out in a general way, with case studies necessary not only to verify these findings, but also to focus the steps of SSM and bring them closer to reality, or more precisely to “a reality.” Unique variables and other circumstances within a specific environment will sharpen the focus of each particular case study, the design and execution of which should be the next step in this research.