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Reflecting on factors influencing long‐lasting organisational effects of group model‐building interventions

Reflecting on factors influencing long‐lasting organisational effects of group model‐building... IntroductionResearchers and practitioners recognise that many organisations, to different extents, deal with nonroutine, complex problems that hinder their performance and constrain them from fully delivering their mission. These situations are often characterised by lack of agreement about the scope and depth of the problem at hand, as well as conflicting views and agendas regarding the desired course of action (Eden and Ackermann, 2001; Franco and Montibeller, 2010; Howick and Ackermann, 2011; Huz, 1999; Mingers and Rosenhead, 2004). Decision support approaches like Group Model Building (GMB) have been widely used to aid on solving these complex problems (Franco and Montibeller, 2010).The usefulness of GMB, and other facilitated modelling approaches, in complex and ambiguous situations resides in using a transitional object to improve problem understanding and communication among the parties involved (Rouwette et al., 2002). This transitional object is a representation of a problem built by stakeholders with help of a facilitator that can be used to update and align stakeholders' mental models (Black and Andersen, 2012). In GMB interventions, the transitional object is either a diagram or a simulation model that is mostly built and discussed during participatory workshops involving those with a stake in the problem.Many field studies have shown the advantages of GMB interventions (e.g. Rouwette http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png System Dynamics Review Wiley

Reflecting on factors influencing long‐lasting organisational effects of group model‐building interventions

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References (30)

Publisher
Wiley
Copyright
© 2022 System Dynamics Society
ISSN
0883-7066
eISSN
1099-1727
DOI
10.1002/sdr.1705
Publisher site
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Abstract

IntroductionResearchers and practitioners recognise that many organisations, to different extents, deal with nonroutine, complex problems that hinder their performance and constrain them from fully delivering their mission. These situations are often characterised by lack of agreement about the scope and depth of the problem at hand, as well as conflicting views and agendas regarding the desired course of action (Eden and Ackermann, 2001; Franco and Montibeller, 2010; Howick and Ackermann, 2011; Huz, 1999; Mingers and Rosenhead, 2004). Decision support approaches like Group Model Building (GMB) have been widely used to aid on solving these complex problems (Franco and Montibeller, 2010).The usefulness of GMB, and other facilitated modelling approaches, in complex and ambiguous situations resides in using a transitional object to improve problem understanding and communication among the parties involved (Rouwette et al., 2002). This transitional object is a representation of a problem built by stakeholders with help of a facilitator that can be used to update and align stakeholders' mental models (Black and Andersen, 2012). In GMB interventions, the transitional object is either a diagram or a simulation model that is mostly built and discussed during participatory workshops involving those with a stake in the problem.Many field studies have shown the advantages of GMB interventions (e.g. Rouwette

Journal

System Dynamics Review – Wiley

Published: Apr 1, 2022

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