Systems thinking, system dynamics: managing change and complexity
Gespeichert in:
| Vorheriger Titel: | Maani, Kambiz E. Systems thinking and modelling |
|---|---|
| Hauptverfasser: | , |
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Rosedale
Pearson Prentice Hall
2007
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | 278 S. Ill., graph. Darst. 1 CD-ROM (12 cm) |
| ISBN: | 1877371033 9781877371035 |
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| _version_ | 1806175982360461312 |
| adam_text | Titel: Systems thinking, system dynamics
Autor: Maani, Kambiz E.
Jahr: 2007
Contents
Foreword to first edition
Preface to second edition
Part 1 Theory and practice
Chapter 1 Introducing systems thinking
VI!
ix
Why this book?
A brief history of management thought
Origins of systems thinking and system dynamics
What is a system?
What is systems thinking?
Systems thinking in daily language
Principles of systems thinking
Linear versus systems thinking
The structure of this book
Chapter 2 Systems methodology
Overview
Four levels of thinking
Systems thinking and modelling (ST M) methodology
Systems thinking and modelling applications
Hard and soft modelling/thinking
Soft systems methodology (SSM)
Cognitive mapping and SODA
Chapter 3 Causal loop modelling
Overview
Causal loop diagrams
Feedback processes
Telling the B from fie FT
System delays
Choosing variable names
Pitfalls in interpreting causal loop diagrams
Behaviour over time (BOT)
Leverage versus solution
Systems archetypes
Learning activity: Dynamics of price wars
Case: Hanover Insurance Company
2
4
6
7
7
8
9
10
11
14
14
14
16
20
22
23
24
28
28
28
31
34
35
36
37
38
39
39
49
52
Chapter 4
Dynamic modelling
JJ9
59
59
61
62
64
66
66
68
69
70
72
75
76
76
Overview
Why construct a simulation model?
The dynamic modelling process
Develop a systems map or rich picture
Define variable types and construct stock flow diagrams
Collect detailed information and data
Develop a simulation model
Simulate steady-state/stability conditions
Reproduce reference mode behaviour (base case)
Validate the model
Perform sensitivity analysis
Design and analyse policies
Develop and test strategies
Subsequent modelling stages
Technical appendix 76
Model simulation 76
Simulation sequence 77
Simulation parameters 78
Special functions in dynamic modelling 79
Chapter 5 Scenario planning and modelling 84
Overview 84
Introduction to scenario planning 84
Developing and using scenarios 87
How can you determine whether your final scenarios are any good? 89
Case: Scenarios from the New Zealand Foresight Project 90
Scenario modelling 92
Case: Scenario modelling for the New Zealand wine industry 92
Technical appendix: Equations for the wine industry model 102
Chapter 6 Microworlds and learning laboratory 110
Overview 110
Introduction 110
Learning laboratory 111
Managerial practice field 112
The learning cycle 113
Chapter 7
Aligning mental models through the learning laboratory 116
Experience a learning laboratory: Example 1 - Service quality learning lab 117
Experience a learning laboratory: Example 2 - Human resource planning
learning lab 122
Experience a learning laboratory: Example 3 - Brand Management learning lab 130
Systems thinking and the organisation 137
Overview
Core capabilities of learning organisations
Rapid team learning
Case: Black Magic - Team New Zealand s America s Cup story
How to introduce systems thinking in your organisation
137
138
142
144
149
Part II Case studies ^^^^^^^^^^^^^^^^^^^^^^M
Preamble 153
Case 1 Sustainability of the New Zealand fishing industry 154
Background 154
The New Zealand fishing industry 154
Key issues 155
Key variables 156
Causal loops 158
System archetypes 163
Intervention and recommended strategies 166
Conclusions 167
Case 2 Dynamics of the bird flu pandemic 169
Overview 169
Key variables 171
Behaviour over time 171
Causal links and loops 172
The dynamic model 180
Leverage points 183
Intervention strategies 184
Summary and conclusions 185
Case 3
Drivers of quality in health services
188
Overview
Genesis of the project
Overview of the workshops
Comparison of world views
Comments by participants
Concluding comments
Case 4 i Supply chain modelling of a beer distribution system
188
188
189
193
194
194
197
Overview
Problem structuring
Dynamic modelling
Causal loop modelling
Scenario planning and modelling
197
199
200
207
209
223
Case 5 Strategy development for a telecommunications business unit 225
Overview 225
Introduction 226
System overview 227
Causal loop model 228
Model development 231
Base case behaviour 234
Model validation 237
Sensitivity analysis 242
Policy analysis 250
Strategy development 255
Scenario analysis 258
Technical appendix: Equations for the TBU strategy model 262
Finance sector 262
Human resources sector 264
Market sector 265
Operations sector 267
Index 271
|
| adam_txt |
Titel: Systems thinking, system dynamics
Autor: Maani, Kambiz E.
Jahr: 2007
Contents
Foreword to first edition
Preface to second edition
Part 1 Theory and practice
Chapter 1 Introducing systems thinking
VI!
ix
Why this book?
A brief history of management thought
Origins of systems thinking and system dynamics
What is a system?
What is systems thinking?
Systems thinking in daily language
Principles of systems thinking
Linear versus systems thinking
The structure of this book
Chapter 2 Systems methodology
Overview
Four levels of thinking
Systems thinking and modelling (ST M) methodology
Systems thinking and modelling applications
Hard and soft modelling/thinking
Soft systems methodology (SSM)
Cognitive mapping and SODA
Chapter 3 Causal loop modelling
Overview
Causal loop diagrams
Feedback processes
Telling the B' from fie 'FT
System delays
Choosing variable names
Pitfalls in interpreting causal loop diagrams
Behaviour over time (BOT)
Leverage versus solution
Systems archetypes
Learning activity: Dynamics of price wars
Case: Hanover Insurance Company
2
4
6
7
7
8
9
10
11
14
14
14
16
20
22
23
24
28
28
28
31
34
35
36
37
38
39
39
49
52
Chapter 4
Dynamic modelling
JJ9
59
59
61
62
64
66
66
68
69
70
72
75
76
76
Overview
Why construct a simulation model?
The dynamic modelling process
Develop a systems map or rich picture
Define variable types and construct stock flow diagrams
Collect detailed information and data
Develop a simulation model
Simulate steady-state/stability conditions
Reproduce reference mode behaviour (base case)
Validate the model
Perform sensitivity analysis
Design and analyse policies
Develop and test strategies
Subsequent modelling stages
Technical appendix 76
Model simulation 76
Simulation sequence 77
Simulation parameters 78
Special functions in dynamic modelling 79
Chapter 5 Scenario planning and modelling 84
Overview 84
Introduction to scenario planning 84
Developing and using scenarios 87
How can you determine whether your final scenarios are any good? 89
Case: Scenarios from the New Zealand Foresight Project 90
Scenario modelling 92
Case: Scenario modelling for the New Zealand wine industry 92
Technical appendix: Equations for the wine industry model 102
Chapter 6 Microworlds and learning laboratory 110
Overview 110
Introduction 110
Learning laboratory 111
Managerial practice field 112
The learning cycle 113
Chapter 7
Aligning mental models through the learning laboratory 116
Experience a learning laboratory: Example 1 - Service quality learning lab 117
Experience a learning laboratory: Example 2 - Human resource planning
learning lab 122
Experience a learning laboratory: Example 3 - Brand Management learning lab 130
Systems thinking and the organisation 137
Overview
Core capabilities of learning organisations
Rapid team learning
Case: Black Magic - Team New Zealand's America's Cup story
How to introduce systems thinking in your organisation
137
138
142
144
149
Part II Case studies ^^^^^^^^^^^^^^^^^^^^^^M
Preamble 153
Case 1 Sustainability of the New Zealand fishing industry 154
Background 154
The New Zealand fishing industry 154
Key issues 155
Key variables 156
Causal loops 158
System archetypes 163
Intervention and recommended strategies 166
Conclusions 167
Case 2 Dynamics of the bird flu pandemic 169
Overview 169
Key variables 171
Behaviour over time 171
Causal links and loops 172
The dynamic model 180
Leverage points 183
Intervention strategies 184
Summary and conclusions 185
Case 3
Drivers of quality in health services
188
Overview
Genesis of the project
Overview of the workshops
Comparison of world views
Comments by participants
Concluding comments
Case 4 i Supply chain modelling of a beer distribution system
188
188
189
193
194
194
197
Overview
Problem structuring
Dynamic modelling
Causal loop modelling
Scenario planning and modelling
197
199
200
207
209
223
Case 5 Strategy development for a telecommunications business unit 225
Overview 225
Introduction 226
System overview 227
Causal loop model 228
Model development 231
Base case behaviour 234
Model validation 237
Sensitivity analysis 242
Policy analysis 250
Strategy development 255
Scenario analysis 258
Technical appendix: Equations for the TBU strategy model 262
Finance sector 262
Human resources sector 264
Market sector 265
Operations sector 267
Index 271 |
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| id | DE-604.BV023060375 |
| illustrated | Illustrated |
| index_date | 2024-07-02T19:28:29Z |
| indexdate | 2024-08-01T11:14:04Z |
| institution | BVB |
| isbn | 1877371033 9781877371035 |
| language | English |
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| spellingShingle | Maani, Kambiz E. Cavana, Robert Y. Systems thinking, system dynamics managing change and complexity Management Management information systems System theory System Dynamics (DE-588)4058802-6 gnd Unternehmen (DE-588)4061963-1 gnd Systemdenken (DE-588)4418290-9 gnd |
| subject_GND | (DE-588)4058802-6 (DE-588)4061963-1 (DE-588)4418290-9 |
| title | Systems thinking, system dynamics managing change and complexity |
| title_auth | Systems thinking, system dynamics managing change and complexity |
| title_exact_search | Systems thinking, system dynamics managing change and complexity |
| title_exact_search_txtP | Systems thinking, system dynamics managing change and complexity |
| title_full | Systems thinking, system dynamics managing change and complexity Kambiz E. Maani ; Robert Y. Cavana |
| title_fullStr | Systems thinking, system dynamics managing change and complexity Kambiz E. Maani ; Robert Y. Cavana |
| title_full_unstemmed | Systems thinking, system dynamics managing change and complexity Kambiz E. Maani ; Robert Y. Cavana |
| title_old | Maani, Kambiz E. Systems thinking and modelling |
| title_short | Systems thinking, system dynamics |
| title_sort | systems thinking system dynamics managing change and complexity |
| title_sub | managing change and complexity |
| topic | Management Management information systems System theory System Dynamics (DE-588)4058802-6 gnd Unternehmen (DE-588)4061963-1 gnd Systemdenken (DE-588)4418290-9 gnd |
| topic_facet | Management Management information systems System theory System Dynamics Unternehmen Systemdenken |
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Inhaltsverzeichnis
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