have not been sufficiently entrepreneurial in
transferring technology to industry. This is
often based upon the claim that research
scientists are reluctant to become involved
in commercialisation of research,
particularly if they operate in an
environment that does not allow the payment
of incentives.
Studies of the technology transfer process for
remote sensing have been undertaken by Ferns and
Hieronimus (1989), Forster (1990), and Specter
(1989). Reports of particular relevance to this
study are those of the Australian Space Office
(1989, 1992) which identify the weaknesses in the
commercialisation of remote sensing in Australia.
More detailed analysis of these reports is found in
Finegan and Ellis (1991) and Finegan (1991).
SYSTEMS CONCEPTS
The traditional systems approach to problem solving
is based on the technique of reductionism, which
solves a problem by fragmentation, one stage at a
time. This technique is appropriate for complex and
highly structured problems that are able to be well
defined, particularly in terms of inputs and
outputs.
The problems associated with technology management
and technology transfer, however, are complex,
unstructured and poorly defined. In these
situations, a holistic rather than a reductionist
approach is recommended.
unstructured
TAKING
TAGE 1 STAGE 7 ACTION
The problem Action to solve
situation or improve the
problem situation
STAGE 6
Definition of feasible
desirable changes
FINDING
OUT
STAGE 2
The problem
expressed
STAGE 5
Comparison
of 4 with 2
TEM COURS
SYSTEMS THINKING
ABOUT THE REAL WORLD
STAGE 3
Root definitions
of relevant systems
STAGE 4
Conceptual
models
SYSTEMS THINKING
STAGE 4b
Other systems
thinking
Figure 1: The Soft Systems Methodology
(Checkland, 1981: p.163)
172
A holistic approach to problem solving is provided
in a methodology developed by Peter Checkland,
Professor of Systems at Lancaster University. This
is variously known as the Checkland Method,
Lancaster Methodology, or the Soft Systems
Methodology (SSM). The concepts were developed
through practical application and experience in a
wide variety of complex managerial systems. The
methodology is designed to allow the human element
of such systems to be incorporated into system
design work. It is not easily assimilated or
applied, and its apparent simplicity may be
deceptive. It may be used to analyse any problem or
situation, but it is most appropriate for the
analysis of systems that are not well defined.
The Soft Systems Methodology is described by Wilson
(1984) as "a seven stage process of analysis which
uses the concept of a human activity as a means of
getting from finding out about the situation to
taking action to improve the situation" (p.64).
These seven stages are illustrated in Figure 1.
This figure represents the pattern of activities in
the methodology, it does not necessarily impose a
sequence in which it should be applied. As Wilson
says: "The analyst may start with any activity,
progress in any direction, and use significant
iteration at any stage" (p.64). The dotted line
between the real world and the systems thinking is
significant in that it defines the boundary between
the use of everyday language (real world) and the
systems language.
APPLICATION OF METHODOLOGY
COORDINATING
PLANNING E
Data acquisition
Space industry (Australian
Space Office)
Applications
Strategic direction
OPERATIONS
Data Acquisition (Australian
Centre for Remote Sensing)
Coordination
Standardisation
Procurement policy
ACADEMIC
Np \INSTITUTION
Undergraduate courses
Postgraduate courses
Industrial
Research
Laboratory
Postgraduate research
Industrial consultancy
Industrial training
Application development
= AREA OF CONFLICT
Figure 2: "Rich Picture" of the technology
transfer of remote sensing in
Australia.
