Systems Modelling : Theory and Practice

systems Modelling: Theory And Practice Brings Together Some Of The Leading Minds In The Fields Of Systems Modelling And Operational Research, To Produce A Book Which Addresses Issues That Are Of Both Practical Importance And Theoretical Significance. This Union Of The Theory And Practice Of Systems Modelling Incorporates Both ‘hard’ And ‘soft’ Aspects Of Operational Research, Creating A Complementary Approach That Requires More Than Common Sense And Results In Significant Organizational Benefits. the Contributors Are From Organizations And Academic Departments That Are Major Users Of Systems Modelling, Meaning Their Experience Will Be Vital To Readers Who Are Seeking To Expand Their Level Of Understanding In The Development Of These Models. This Book Will Appeal To Students Of Computing, Management Science And Operational Research, And To Practitioners Who Understand The Many Possibilities And Applications That This Complementary Approach Could Have In Industry. 1: Complementarity in systems modelling / Michael Pidd Systems modelling Messes and wicked problems Hard and soft approaches What do we mean by complementarity? References 2: Insights from complexity: organisational change and systems modelling / Michael Lyons Introduction Complex adaptive systems and complexity Complexity and management Working with systemic problems The simulation of complexity Conclusion: complementarity intrinsic to complexity? References 3: 'Classic' or and 'soft' or - an asymmetric complementarity / Peter Checkland and Sue Holwell Introduction Classic or methodology Soft systems methodology 'Hard' and 'soft' perspectives The relation between 'hard' and 'soft' perspectives : an asymmetric complementarity Conclusion References 4: The effectiveness of high dependency care / Roth Kowalczyk Introduction The issues Effective high dependency care provision Methods and methodology Analysing the introduction of high dependency care Effects Conclusions References 5: Complementarity in practice / George Paterson Introduction Organisational setting for or/ms practice Types of assistance available Or/ms in relation to other consulting offerings Models and modelling Examples from the oil and gas industry Complementarity of hard and soft References 6: The complementary use of hard and soft or in developing tax policy / Joyce Brown and Ceri Cooper Introduction Background The hard or in the tax study The soft or Complementarity Acknowledgements References 7: Mental models and learning in system dynamics practice: john morecroft Introduction Mental models, transitional objects and formal models Models of business and social systems The BBC World Service modelling project The impact on managerial thinking of the World Service project Discussion References 8: Using causal mapping - individual and group, traditional and new / Fran Ackermann and Colin Eden. Background to mapping Modes of use Applications of mapping 0470867310 Cover 1 Contents 6 Contributors 10 Preface 12 Acknowledgements 14 Chapter 1 Complementarity in systems modelling 16 Chapter 2 Insights from complexity:organizational change and systems modelling 36 Chapter 3 ‘‘Classic’’ OR and ‘‘soft’’ OR an asymmetric complementarity 60 Chapter 4 The effectiveness of high-dependency care 76 Chapter 5 Complementarity in practice 91 Chapter 6 The complementary use ofhard and soft OR in developingtax policy* 102 Chapter 7 Mental models and learning in system dynamics practice 116 Chapter 8 Using causal mapping individual and group, traditionaland new 142 Chapter 9 Use of ‘‘soft OR’’ models by clients what do they want from them? 161 Chapter 10 The status of models in defence systems engineering 179 Chapter 11 Complementarity in Ministry of Defence OR practice 192 Chapter 12 Bringing it all together 212 There has always been an uneasy relationship between the 'hard' and 'soft' schools of management science. Featuring original insights from leading lights in the field, this accessibly written book begins by examining theoretical aspects of the hard/soft debate. It then goes on to consider how the two schools can be brought together in a new approach, integrating elements of both disciplines, and explores practical aspects of this with real-world examples. Highlights include Colin Eden and Fran Ackermann on soft OR models, Peter Checkland and Sue Holwell on classic and soft OR, and John Morecroft on learning in System Dynamics Practice. A concluding chapter brings the thinking of the contributors together and points the way forward. __Systems Modelling: Theory and Practice__The contributors are from organizations and academic departments that are major users of systems modelling, meaning their experience will be vital to readers who are seeking to expand their level of understanding in the development of these models. This book will appeal to students of computing, management science and operational research, and to practitioners who understand the many possibilities and applications that this complementary approach could have in industry. Examines theoretical aspects of the hard vs soft debate in the world of management science. This work considers how the two different schools of thought can be brought together in a fresh approach, integrating elements of both disciplines, and explores practical aspects of this with real world examples. There has always been an uneasy relationship between the 'hard' and 'soft' schools of management science. Featuring original insights from leading lights in the field, this volume begins by examining theoretical aspects of the hard/soft debate