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In winkelwagenWhat is the history of System Dynamics?
- Developed in 1950s by prof. Jay Forrester
- Founded on information-feedback control theory
- First application: employment instability at General Electric (3y cycle)
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What are the 5 key variables of the world model?
1. Population
2. Food production
3. Industrialization
4. Pollution
5. Consumption of nonrenewable natural resources
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What is the current state of the field of System Dynamics?
- A thriving community of academics practitioners and students.
- Application to multiple domains: business, organization, health, transport, environment etc.
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How can you model responsible organizations?
Construct a qualitative model that illustrates the key operation of an organization, the values affected and the key stakeholders.
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Why would you use qualitative modeling?
- Systematic approach: order in chaos, structure in complexity.
- Assumptions are made explicit.
- Communicate & transfer insights (common structures).
- Allows for critical reflections.
- Helps thinking through the consequences of decisions before taking them.
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How can responsible organizations be responsible through systems thinking?
By being efficient and managing resilience to survive in the market industry.
Also, these organizations don't only need to manage for productivity but also need to allow room for self-organization.
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In some responsible organizations is hierarchy necessary. There organizations need to be careful about?
- Window dressing: CRS to 'compensate' for an irresponsible businessmodel of the organization.
- Greenwashing: relabelling existing practices so that they appear in line with principles of responsible organizing. This is how certain activities are presented.
- Cherry picking: selective reporting on those indicators on which an organization already performs well, to improve how the organization is percieved.
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Meadows' (1999) presented the 12 leverage points as 4 system characteristics. Which four?
1. Parameters: the relatively mechanistic characteristics typically targeted by policy makers.
2. Feedbacks: the interactions between elements within a system of interest that drive internal dynamics.
3. Design: the social structures and institutions that manage feedbacks and parameters.
4. Intent: the underpinning values, goals and world views of actors that shape the emergent direction to which a system is oriented.
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Oefenvragen makenBAFRO - Lecture 4 + Lecture 5 + Lecture 6
Radboud Universiteit Nijmegen
Year 2023 / 2024
27 oefenvragen
Nederlands
26-05-2024
Universiteit / Radboud Universiteit Nijmegen / Business Administration / BAFRO
What is the history of System Dynamics?
- Developed in 1950s by prof. Jay ForresterWhat are the 5 key variables of the world model?
1. PopulationWhat is the current state of the field of System Dynamics?
- A thriving community of academics practitioners and students.How can you model responsible organizations?
Construct a qualitative model that illustrates the key operation of an organization, the values affected and the key stakeholders.Why would you use qualitative modeling?
- Systematic approach: order in chaos, structure in complexity.How can responsible organizations be responsible through systems thinking?
By being efficient and managing resilience to survive in the market industry.In some responsible organizations is hierarchy necessary. There organizations need to be careful about?
- Window dressing: CRS to 'compensate' for an irresponsible businessmodel of the organization.Meadows' (1999) presented the 12 leverage points as 4 system characteristics. Which four?
1. Parameters: the relatively mechanistic characteristics typically targeted by policy makers.What are the leverage points related to each system characteristic?
What does the higher/lower number says about the leverage point?
The iceberg consisted of events, patterns/trends, underlying structures and mental models. What system characteristic is related to which point of the iceberg?
Which questions help identify leverage points?
What are considerations of the implications/challenges of each leverage measure?
What questions can help thinking critical about intervention design?
What are challenges involved in implementing system changes?
What is Group Model Building (GMB)?
What are characteristics of GMB?
What are the 4 steps to create alignment between the goals and actions of the organization to make decisions for a system change?
How can you understand that there are payoffs to the existing system?
How can you compare the case for the status quo with the case for change?
How can you create solutions that serve both their long-term and short-term interests?
How can you ensure making a trade-off to explicitly illustrate that meaningful change requires changes at a fundamental level?
What are limits to succes?
What are system archetypes?
How can you apply system archetypes?
What are ways to find the most fitting archetype?
What are limitations of archetypes?
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