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El. knyga: Group Model Building: Using Systems Dynamics to Achieve Enduring Agreement

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This book describes the cognitive and interpersonal effects of group model building, and presents empirical research on what group model building achieves and how. Further, it proposes an integrated causal mechanism for the effects on participants. There have been multiple previous attempts at explaining the effects of group model building on participants, and this book integrates these various theories for the first time.

The causal mechanisms described here suggest a variety of design elements that should be included in group model building practice. For example, practitioners typically try to reduce complexity for clients, to make the process feel more accessible. In contrast, the findings presented here suggest that the very act of muddling through complexity increases participants’ affective commitment to the group and the decisions made.

The book also describes implications for theory and practice. System dynamics has traditionally been interested in using technical modeling processes to make policy recommendations. Group model building demonstrates that these same techniques also have implications for group decision making as a method for negotiating agreement. The book argues for the value of group model building as a mediating or negotiating tool, rather than merely a positivist tool for technical problems.


1 Introduction
1(4)
References
4(1)
2 Desired Outcomes of Group Decisions
5(14)
2.1 Methodology
6(4)
2.1.1 Interviews
6(3)
2.1.2 Interviewee Selection
9(1)
2.1.3 Analysis
9(1)
2.1.4 Limitations
10(1)
2.2 Findings
10(5)
2.2.1 Contexts for Group Decisions
11(1)
2.2.2 The Importance of Different Group Decision Outcomes
12(3)
2.3 Discussion
15(4)
References
17(2)
3 Basic Elements of Group Model Building
19(10)
3.1 Causal Loop Diagrams, Stock and Flow Models, and Simulation Models
21(8)
References
25(4)
4 Outcomes of Group Model Building
29(16)
4.1 Methodology
29(3)
4.1.1 Analysis
32(1)
4.2 About Group Model Building Literature
32(3)
4.2.1 Sample Size
32(1)
4.2.2 Study Type
33(1)
4.2.3 Measurement Tools
34(1)
4.3 What Group Model Building Achieves
35(3)
4.3.1 Group Model Building Compared to Other Methods
36(1)
4.3.2 Different Group Model Building Techniques
37(1)
4.4 Discussion
38(7)
4.4.1 Implications for Group Model Building Research
38(1)
4.4.2 Researchers' Choices in Outcome Measurement
39(2)
References
41(4)
5 Communication Quality, Insight, Consensus and Commitment to Conclusions
45(10)
5.1 Case Study: The Ministry of Primary Industries
45(3)
5.2 Methodology
48(2)
5.2.1 Analysis
49(1)
5.3 Findings
50(3)
5.3.1 Survey Results from Likert Questions
51(1)
5.3.2 Survey Results Comparing Group Model Building to a "Normal Meeting"
51(1)
5.3.3 Survey Results Relating to Different Workshop Components
52(1)
5.3.4 Relationship Between Demographic Data and Survey Results
53(1)
5.4 Discussion
53(2)
References
54(1)
6 Mental Model Alignment
55(14)
6.1 Mental Models of Dynamics Systems
55(2)
6.2 Case Study
57(1)
6.3 Methodology
58(3)
6.3.1 Experimental Design
59(1)
6.3.2 Subjects
59(1)
6.3.3 Instruments
59(1)
6.3.4 Analysis
60(1)
6.4 Findings
61(3)
6.4.1 Mental Model Alignment
61(1)
6.4.2 Mental Model Change
62(1)
6.4.3 Qualitative Changes
63(1)
6.4.4 Participant Self-reporting
63(1)
6.5 Discussion
64(5)
References
65(4)
7 Explanatory Mechanisms for Group Model Building
69(18)
7.1 Identifying Proposed Mechanisms
70(1)
7.2 Operator Logic
70(1)
7.3 Design Logic
71(1)
7.4 Outcome Feedback
72(2)
7.5 Cue Selection
74(1)
7.6 System Archetypes
74(2)
7.7 Attitude Formation
76(1)
7.8 Shared Language
76(1)
7.9 Modelling as Persuasion
76(1)
7.10 Boundary Objects
77(2)
7.11 Cognitive Bias
79(2)
7.12 Exclusions
81(1)
7.13 Discussion
82(5)
References
83(4)
8 Comparing Participant Support for Different Explanatory Mechanisms
87(12)
8.1 Proposed Mechanisms
87(1)
8.2 Methodology
88(7)
8.2.1 Facilitation
89(1)
8.2.2 Interviews
89(1)
8.2.3 Analysis
90(1)
8.2.4 Interpretation
90(5)
8.3 Results
95(1)
8.4 Discussion
96(3)
References
97(2)
9 Building Integrated Theory
99(16)
9.1 Simplifying the Proposed Mechanisms
100(1)
9.2 An Integrated Conceptual Model
101(4)
9.2.1 The Ability of Participants to Process Information
102(1)
9.2.2 The Motivation to Process New Information
103(1)
9.2.3 The Quality of the Arguments Presented
103(1)
9.2.4 The Persuasive Content of the Arguments
103(2)
9.3 Benefits of an Integrated Model
105(4)
9.4 Limitations of the Integrated Model
109(1)
9.5 Implications for Group Decision-Making Practice
110(5)
References
112(3)
10 Discussion
115(6)
10.1 System Dynamics Paradigms
116(1)
10.2 Implications for Practice
117(1)
10.2.1 Communication
117(1)
10.2.2 Targeting
118(1)
10.2.3 Designing Group Decision Processes
118(1)
10.3 Final Thoughts
118(3)
References
119(2)
Appendix: Details of the 2011 Workshops 121(16)
Bibliography 137
Rodney Scott is an Innovations Fellow at the Ash Center for Democratic Governance at Harvard University. He is the Principal Research Fellow for New Zealands State Services Commission, where he leads the public management research program and provides advice on public sector design and evaluation, and holds adjunct positions at the Australia and New Zealand School of Government and the University of New South Wales. His current research interests include interagency collaboration, governance, and performance management.
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