rs are occurring in the system and how these can be prevented. If there is a lack of control in an organisations analyst, they need to know whether it is the people within the organisation who are the problem, or whether it is the system itself. They need to actively correlate technical hard properties and behavioural soft properties.
The Human Relations Approach maintains that performance or users within the organisation may be connected to the tasks involved. They may want greater autonomy and there may be a lack of variety in the current system that does not afford them this degree of responsibility. Analysts and developers will also need to ask if the system can be simplified, if users performance is directly related to the complexity of the system, and if the problem itself could be broken down into a simple set of interrelated tasks that are accessible to all within the organisation.
There are always conflicts of interest within an organisation. Analysts and developers need to be aware that where a common ground regarding changes to be made within the organisation cannot be reached, it is likely to infringe upon the validation of research into it. If individuals within the organisation have no common goal or objective, then finding a solution to a problem is very difficult.
Human behaviour is unpredictable. Their problems are complex ones. Simple problems yield simple solutions because there is a clear cut objective, which is not influenced by well-defined behaviour. There is also an existence of subsystems where there is a general consensus of goals. This brings us to the topic of Total Quality Management Theory (TQM).