Building a Governance Reference Model for a Specific Enterprise: Addressing Social Challenges Through Structured Solution
Abstract
1. Introduction
2. Materials and Methods
2.1. The Trajectory of Methodological Pluralism Developments
- The social context within which problematic situations exist is multidimensional [32]. Different paradigms focus on different aspects, each highlighting some and omitting others, indicating the benefit of using a variety of methodologies.
- Interventions are generally phased with stages on discovery, approach design, execution and review. Each stage will incorporate different tasks and perspectives, each benefitting from a different methodology or method [32].
- The lack of success of traditional methods and methodologies to resolve issues in practice has led to the consideration of new ways of thinking and entertaining the thought of multiple methodologies [104].
- Multiple methodologies enable a form of ‘triangulation’ that provides more confidence in findings if the same results are obtained from different methodologies [105].
2.2. Contemporary Theories of Social Systems
2.3. Conceptual Critique of Governance Models
2.4. Systemic Dimensions
- The vertical dimension represents the association between the goals of the organisation as defined by its controlling board or owner and its operations. It incorporates its culture and ways of working. Some of these are explicit, while others are implicit.
- The dimension of progression represents the means–end processes of achievement. It is the series of observable actions that an organisation might undertake to achieve, or not, its goals. It may be taking place as observable behaviour but can equally be unobservable and represent strategic plans and intent. It is this dimension that really focuses on boundary critique and Midgley’s [48] process philosophy.
- The transverse dimension represents the breadth of multiple concurrent actions and the necessary coordination between them. Within the organisation, it could be the individuals in a team, the various departments that need to work together to achieve successful service delivery, or the coordination of service deliveries and business units for optimal resource utilisation, or work packages within a research programme.
- The biosphere is the integration of the three perspectives placed within its environment and considered as a single reality. It is considered that there is no distinction between them, and they can only be separated by abstraction. This is the boundary critique proposed by Midgley. This abstraction incorporates both autonomous determination and environmental government “like two currents of opposing direction, inseparably united” [25] (p. 101).
The Maladaptive Perspective
2.5. Mapping Methods to System’s Three Perspectives
3. Results
3.1. Candidate Methods
3.2. Philosophical Commitments
- Ontological commitment: Social reality is understood as dynamic and emergent, constituted by processes of interaction, interpretation, and systemic adaptation.
- Epistemological commitment: Knowledge arises through hermeneutic engagement, where understanding develops in a circular movement between the part and the whole, between pre-understanding and new interpretation.
- Axiological commitment: Inquiry is not value-neutral. Pragmatism, as emphasised in the extract, requires acknowledgement that values shape both the questions asked and the solutions sought. Governance research, therefore, must bring its value-laden character into the open.
4. Discussion
4.1. Methods for Understanding
4.2. The Main Systems Methods
4.2.1. Soft Systems Methodology
4.2.2. Viable System Model
4.2.3. System Dynamics, Including Causal Loop Modelling
4.2.4. Dependency Modelling
4.3. Shaping with Respect to the Causal Texture of Organisational Environments
4.4. Augmenting Thinking with Generic SSM Models
4.5. Utility of Methods
5. Assumptions and Limitations of the Reference Model
6. Conclusions
Supplementary Materials
Funding
Acknowledgments
Conflicts of Interest
Abbreviations
CLD | Causal Loop Diagram |
CPTM | Consensus Primary Task Model |
MPA | Multi-Perspective Approach |
SD | System Dynamics |
SSM | Soft Systems Methodology |
VSM | Viable System Modelling |
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No | Requirement Statement |
---|---|
R1 | The Reference Model of Governance for a Specific Organisation must enable boundary analysis. |
R2 | It must be possible to see the effects of history, corporate memory, and drives to act. |
R3 | Changes within the system (organisation) can be identified regarding necessary activities as the organisation adapts to environmental changes. |
R4 | The Reference Model of Governance for a Specific Organisation must be able to represent ‘frames’, the perspective taken by the relevant management team according to differing levels of abstraction. The Reference Model of Governance for a Specific Organisation is likely to be recursive (nested) with increasing granularity both horizontally and vertically. |
R5 | The Reference Model of Governance for a Specific Organisation must be able to determine holistically activities relevant to the agreed frames, but maintain logical dependencies and capture the richness of interaction. |
R6 | Sub-organisations within the organisation or enterprise can be identified that have their own discrete properties (purpose). |
R7 | It should be possible to determine clusters of elements that collaborate at short range and to indicate the longer-range inter-relationships. |
R8 | Dependencies between elements must be captured. |
R9 | Measures of performance can be identified. |
R10 | The Reference Model of Governance for a Specific Organisation must be able to represent the non-linearity of relationships. |
R11 | The Reference Model of Governance for a Specific Organisation can capture the feedback within the system, between the system and the environment and within the environment. |
R12 | The Reference Model of Governance for a Specific Organisation must enable one to capture/integrate the environmental inter-relationships as well as internal peer–peer inter-relationships. |
R13 | The organisation can be modelled in its wider context. |
Orientation | Match to Requirements | Suitable Systems Method | Use of Method | Secondary Contributions |
---|---|---|---|---|
Biosphere | R1. The Reference Model of Governance for a Specific Organisation must enable boundary analysis. | Extended MPA | Capture perspectives | Use of Appreciative Inquiry in a World Café construct. |
6 Questions/SSM (Checkland) | Develop consensus on purpose and key high-level activities (‘what’ should be performed to achieve purpose) | |||
R3. Changes within the system (organisation) can be identified with regard to necessary activities as the organisation adapts to environmental changes. | SSM (Wilson) | Re-model CPTM with revised Root Definitions. Enables identification of activities no longer relevant and additional activities to be included | May result from periodic re-visit of purpose (6 Questions, SSM (Checkland) PQR. | |
Dependency Modelling | Map the internal and external dependencies contributing to the organisation working well | Specific events captured by CLD Scenario thinking/planning exercise | ||
R10. The Reference Model of Governance for a Specific Organisation must be able to represent the non-linearity of relationships. | SSM (Wilson) | Logical dependencies between activities | ||
VSM | Exploration of the environmental interactions and internal connections | Consideration of Angyal’s autonomy and heteronomy. | ||
R11. The Reference Model of Governance for a Specific Organisation can capture the feedbacks within the system, between the system and environment and within the environment. | System Dynamics | Causal Loop Diagrams | Informed by E&T Causal Textures | |
R12. The Reference Model of Governance for a Specific Organisation must enable one to capture/integrate the environmental inter-relationships as well as internal peer–peer inter-relationships. | SSM (Wilson) | Modelling ‘System Served’ and detailed analysis of logical dependencies. | ||
VSM | Exploration of the environmental interactions and internal connections | Consideration of Angyal’s autonomy and heteronomy. | ||
Informed by E&T Causal Textures | ||||
R13. The organisation can be modelled in its wider context. | SSM (Wilson) | Modelling ‘System Served’ | ||
Vertical Dimension | R2. It must be possible to see the effects of history, corporate memory and drives to act. | Cognitive Maps | With respect to personal constructs (Kelly), seek to capture the organisational constructs | Kinston’s hierarchy of purpose |
Explore stories | ||||
R4. The Reference Model of Governance for a Specific Organisation must be able to represent ‘frames’, the perspective taken by the relevant management team according to differing levels of abstraction. The Reference Model of Governance for a Specific Organisation is likely to be recursive (nested) with increasing granularity both horizontally and vertically. | Extended MPA | Capture perspectives | Small group conversations | |
6 Questions/SSM (Checkland) | Develop consensus on purpose and key high-level activities (‘what’ should be performed to achieve purpose) | |||
Cognitive Maps | With respect to personal constructs (Kelly), seek to capture the organisational constructs | Kinston’s hierarchy of purpose | ||
R11. The Reference Model of Governance for a Specific Organisation can capture the feedbacks within the system, between the system and environment and within the environment. | SD | Causal Loop Diagrams | Informed by E&T Causal Textures | |
Progression Dimension | R3. Changes within the system (organisation) can be identified with regard to necessary activities as the organisation adapts to environmental changes. | SSM (Wilson) | Re-model CPTM with revised Root Definitions. Enables identification of activities no longer relevant and additional activities to be included. | May result from periodic re-visit of Purpose (6 Questions, SSM (Checkland) PQR. |
Dependency Modelling | Map the internal and external dependencies contributing to the organisation working well | Specific events captured by CLD Scenario thinking/planning exercise | ||
R5. The Reference Model of Governance for a Specific Organisation must be able to determine holistically activities relevant to the agreed frames, but maintain logical dependencies and capture the richness of interaction. | SSM (Wilson) | Consensus Primary Task Model, either Enterprise Model or ‘W’ Decomposition | MPA, 6 Questions, Cognitive Maps | |
Dependency models? | ||||
R7. It should be possible to determine clusters of elements collaborating at short range as well as indicate the longer-range inter-relationships. | SSM (Wilson) | RACI analysis | Mapping to VSM | |
VSM | Initial construction of relevant VSMs | Informed by SSM analysis | ||
R8. Dependencies between elements must be captured. | SSM (Wilson) | RACI analysis | Mapping to VSM | |
VSM | Initial construction of relevant VSMs | Informed by SSM analysis | ||
Dependency Models? | ||||
R9. Measures of performance can be identified. | SSM (Wilson) | Activity Analysis | Also consideration of metrics | |
SD modelling might inform upstream and downstream points of measurement and optimisation | ||||
R10. The Reference Model of Governance for a Specific Organisation must be able to represent the non-linearity of relationships. | SSM (Wilson) | Logical dependencies between activities | ||
VSM | Exploration of the environmental interactions and internal connections | Consideration of Angyal’s autonomy and heteronomy. | ||
R11. The Reference Model of Governance for a Specific Organisation can capture the feedbacks within the system, between the system and environment and within the environment. | SD | Causal Loop Diagrams | Informed by E&T Causal Textures | |
Transverse Dimension | R3. Changes within the system (organisation) can be identified with regard to necessary activities as the organisation adapts to environmental changes. | SSM (Wilson) | Re-model CPTM with revised Root Definitions. Enables identification of activities no longer relevant and additional activities to be included. | May result from periodic re-visit of Purpose (6 Questions, SSM (Checkland) PQR. |
Dependency Modelling | Map the internal and external dependencies contributing to the organisation working well | Specific events captured by CLD Scenario thinking/planning exercise | ||
R4. The Reference Model of Governance for a Specific Organisation must be able to represent ‘frames’, the perspective taken by the relevant management team according to differing levels of abstraction. The Reference Model of Governance for a Specific Organisation is likely to be recursive (nested) with increasing granularity both horizontally and vertically. | Extended MPA | Capture perspectives | Small group conversations | |
6 Questions/SSM (Checkland) | Develop consensus on purpose and key high-level activities (‘what’ should be performed to achieve purpose) | Small group conversations | ||
Cognitive Maps | With respect to personal constructs (Kelly), seek to capture the organisational constructs | Kinston’s hierarchy of purpose | ||
R6. Sub-organisations within the organisation or enterprise can be identified that have their own discrete properties (purpose). | SSM (Wilson) | Consensus Primary Task Model, either Enterprise Model or ‘W’ Decomposition | MPA, 6 Questions, Cognitive Maps | |
Mapping to VSM | ||||
VSM | Discrete VSMs within the VSM ‘set’ | Informing and informed by SSM | ||
R7. It should be possible to determine clusters of elements collaborating at short range as well as indicate the longer-range inter-relationships. | SSM (Wilson) | RACI analysis | Mapping to VSM | |
VSM | Initial construction of relevant VSMs | Informed by SSM analysis | ||
R8. Dependencies between elements must be captured. | SSM (Wilson) | RACI analysis | Mapping to VSM | |
VSM | Initial construction of relevant VSMs | Informed by SSM analysis | ||
Dependency Model? | ||||
R10. The Reference Model of Governance for a Specific Organisation must be able to represent the non-linearity of relationships. | SSM (Wilson) | Logical dependencies between activities | ||
VSM | Exploration of the environmental interactions and internal connections | Consideration of Angyal’s autonomy and heteronomy. | ||
R11. The Reference Model of Governance for a Specific Organisation can capture the feedbacks within the system, between the system and environment and within the environment. | SD | Causal Loop Diagrams | Informed by E&T Causal Textures | |
R12. The Reference Model of Governance for a Specific Organisation must enable one to capture/integrate the environmental inter-relationships as well as internal peer–peer inter-relationships. | SSM (Wilson) | Modelling ‘System Served’ and detailed analysis of logical dependencies. | ||
VSM | Exploration of the environmental interactions and internal connections | Consideration of Angyal’s autonomy and heteronomy. | ||
Informed by E&T Causal Textures |
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Hilton, J. Building a Governance Reference Model for a Specific Enterprise: Addressing Social Challenges Through Structured Solution. Systems 2025, 13, 788. https://doi.org/10.3390/systems13090788
Hilton J. Building a Governance Reference Model for a Specific Enterprise: Addressing Social Challenges Through Structured Solution. Systems. 2025; 13(9):788. https://doi.org/10.3390/systems13090788
Chicago/Turabian StyleHilton, Jeremy. 2025. "Building a Governance Reference Model for a Specific Enterprise: Addressing Social Challenges Through Structured Solution" Systems 13, no. 9: 788. https://doi.org/10.3390/systems13090788
APA StyleHilton, J. (2025). Building a Governance Reference Model for a Specific Enterprise: Addressing Social Challenges Through Structured Solution. Systems, 13(9), 788. https://doi.org/10.3390/systems13090788