Linking Event Thinking with Structural Thinking: Methods to Improve Client Value in Projects
|dc.identifier.citation||Howick, S. and Ackermann, F. and Anderson, D. 2006. Linking Event Thinking with Structural Thinking: Methods to Improve Client Value in Projects. System Dynamics Review. 22 (2): pp. 113-140.|
Using a participant–observer research design, a team of modelers designed and implemented modeling guidelines to link semantically rich scenario maps to a formal causal influence diagram of a running simulation model. This process serves to link event thinking to structural thinking. These guidelines were used in a case, which involved: (1) developing a cause model of scenarios of the promotion of renewable energy sources in the U.K. electric power market from material elicited from a client group; (2) creating a system dynamics model of the same area; and (3) an integration of products 1 and 2 which enabled an analysis of the scenarios using the simulation model. The first two products used standard approaches and are not new; however, the third represents the key output of the research. By linking products 1 and 2, the research aimed to create better client value in the project by combining, in a systematic way, the relevant elements of scenario maps and system dynamics models. The process allows client groups to visualize and comprehend the linkage between event thinking and structural thinking in a complex system. This work informs ongoing research in group model building, strategy modeling (especially using scenarios) and the ongoing debate about qualitative versus quantitative system dynamics.
|dc.publisher||John Wiley & Sons Ltd|
|dc.title||Linking Event Thinking with Structural Thinking: Methods to Improve Client Value in Projects|
|dcterms.source.title||System Dynamics Review|
|curtin.accessStatus||Fulltext not available|