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TB871: The Viable System Model (VSM)

Posted on by Doug Belshaw

Note: this is a post reflecting on one of the modules of my MSc in Systems Thinking in Practice. You can see all of the related posts in this category. 

The Viable System Model (VSM) is an approach to systems thinking designed by Stafford Beer.

A viable system is any system organised in such a way as to meet the demands of surviving in the changing environment. One of the prime features of systems that survive is that they are adaptable. The VSM expresses a model for a viable system, which is an abstracted cybernetic (regulation theory) description that is claimed to be applicable to any organisation that is a viable system and capable of autonomy.

(Wikipedia, 2024)

The following diagram is a simplified version from the TB871 module materials:

Diagram of the Viable System Model with an 'Environment' section connected to various labeled subsystems within a circle, including 'Operations,' 'Coordination,' 'Delivery,' 'Development,' and 'Policy.'
A visual representation of the VSM developed by Stafford Beer (The Open University, 2020)

However, it’s more usual to see quite scary-looking and complicated versions which look like this:

A more complicated version of the VSM
An example of a VSM model (Lambertz, 2017)

The VSM can be used in two ways:

  • Diagnostic Tool: The VSM can be used to diagnose a problematic situation by selecting specific features and building an ideal model of the system’s organisational structure. This ideal model is then compared to the actual situation, identifying discrepancies that guide corrective actions to improve the situation.
  • Design Tool: The VSM can also be used as a design tool, where one acts directly to create and implement an ideal organisational model to achieve desired outcomes.

In terms of my area of practice, Activity 3.3 asks us to think about “a situation of interest within your chosen area of practice that you think might be suitable for diagnostic modelling in order to redesign.” In particular, we need to “identify and name one particular system of focus which… appears not to be responsive to changes in the environment.”

I’m focused on library services as a situation of interest, which one could say is not responsive to changes in its environment. This could be for several reasons:

  1. Budget Constraints: the system is experiencing significant budget cuts, limiting its ability to maintain and update educational resources, hire qualified staff, and run educational programmes.
  2. Technological Advancements: there is likely to be a lag in adopting new technologies and digital tools that could enhance learning and information access. This includes outdated computers, lack of e-books, and insufficient online learning platforms.
  3. Community Needs: the system is not effectively capturing and responding to the evolving needs of the community. This includes insufficient feedback mechanisms to understand what educational resources and programmes are most in demand.
  4. Coordination and Management: there are inefficiencies in how educational programmes and resources are coordinated. This could include poor scheduling, overlapping responsibilities, and ineffective communication among staff members.
  5. Strategic Alignment: the strategic goals of the library may not be fully aligned with the current needs and realities of the community it serves. There may be a lack of clear policies and strategic direction guiding the education and information services.

Wrapped around all of this are outdated notions of what a library is for, along with metrics which don’t adequately capture relevant data. It’s not going to be possible to create a library service from scratch, so my focus is likely to be on using the VSM as a diagnostic tool.

References

TB871: Three purposeful orientations and five different systems approaches

Posted on by Doug Belshaw

Note: this is a post reflecting on one of the modules of my MSc in Systems Thinking in Practice. You can see all of the related posts in this category. 

A spray diagram outlining three orientations of systems thinking: RESPONSIBILITY linked to Critical Systems Heuristics (CSH), UNDERSTANDING, and PRACTICE linked to System Dynamics (SD), Viable System Model (VSM), Soft Systems Methodology (SSM), and Strategic Options Development and Analysis (SODA).

The above spray diagram (Activity 1.11) is my attempt at relating five different systems approaches to three different ‘purposeful orientations’. The idea is that different approaches are useful for different purposes.

Overview

Below can be found my overviews of the five different approaches, taken from Reynolds & Holwell (2020, pp.19-21).

System Dynamics (SD)

SD is a method to conceptualise, analyse, and simulate complex systems over time. It helps in understanding the internal structures of systems, including feedback loops and time delays that influence behaviour.

This approach uses causal loop diagrams and other modeling techniques to predict how changes in one part of the system can ripple through and affect the entire system. It focuses on how system structures cause its behavioir and how simulation can be used to explore policy and strategy changes within the system.

This approach is useful for: examining strategic issues and persistent problems by looking at them as part of a feedback system rather than isolated incidents .

Viable System Model (VSM)

VSM is a model of the organisational structure that is capable of surviving in a changing environment. It provides a framework for analysing and designing organizations in such a way that all necessary functions for survival are fulfilled. The VSM helps diagnose organisational issues and suggests where changes should be made to improve viability.

This model uses the concept of recursion to structure organizations, ensuring that each subsystem is itself a viable system.

This approach is useful for: emphasising the importance of adaptability and self-organization, which are critical for maintaining the viability of an organisation in a dynamic environment .

Strategic Options Development and Analysis (SODA)

SODA is a method that uses cognitive and causal mapping to help groups and individuals explore and solve complex problems. By structuring thoughts and perceptions into a visual map, SODA facilitates a deeper understanding of the situation, helping to identify key issues and develop strategic options.

SODA maps are used to explore different scenarios and their potential impacts before making decisions.

This approach is useful for: focusing on negotiation and consensus-building, making it particularly effective for strategic planning and decision-making where multiple stakeholders are involved.

Soft Systems Methodology (SSM)

SSM is an approach designed to tackle ‘soft’ complex, problem situations where there is no clear problem definition. It encourages the use of ‘systems thinking’ to explore the different perceptions of reality held by different stakeholders.

By creating conceptual models of the system, SSM helps to stimulate debate and dialogue about desirable and feasible changes. This methodology is action-oriented and focuses on facilitating structured and informed discussions to bring about improvement in complex situations .

This approach is useful for: situations where human factors and qualitative dimensions play a big role.

Critical Systems Heuristics (CSH)

CSH is a framework designed to support reflective practice through the use of boundary critique. This approach focuses on uncovering and questioning the underlying assumptions and power dynamics that frame how problems and solutions are defined and addressed.

CSH uses a set of guiding questions to explore the boundaries of consideration for problem-solving, which helps to understand the interests of different stakeholders, especially those who are marginalized.

This approach is useful for: encouraging a more inclusive and participatory approach to systems practice by emphasising the importance of transparency and ethical considerations in systems design and decision-making .

References

  • Reynolds, M. and Holwell, S. (eds) (2020) Systems approaches to making change: a practical guide, 2nd edn. Milton Keynes: The Open University/London: Springer.
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