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dc.contributor.authorHowick, S.
dc.contributor.authorAckermann, Fran
dc.contributor.authorAnderson, D.
dc.identifier.citationHowick, 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.publisherJohn Wiley & Sons Ltd
dc.titleLinking Event Thinking with Structural Thinking: Methods to Improve Client Value in Projects
dc.typeJournal Article
dcterms.source.titleSystem Dynamics Review
curtin.accessStatusFulltext not available

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