System dynamics and organizational interventions

Abstract

Abstract System dynamics models of organizational problems have been constructed since the 1950s. In the second half of the 1970s publications began appearing on explicit procedures to involve clients in the process of model construction. After about 30 years of applying and researching participative modelling approaches, it is useful to consider the extent to which these procedures have matured into a full‐blown methodology. Does client involvement in system dynamics modelling yield repeatable results? Is the procedure adequately codified, or does its success depend on the experience and skills of the practitioner? Participative modelling is often associated with beneficial process results, such as consensus and participants' commitment to results. What evidence do we have that these ‘soft’ results actually materialize? Which conditions (types of interventions and client or problem characteristics) are especially favourable to these outcomes? The paper discusses these questions and closes with a set of topics relevant for further development of participative modelling and alternative strategies to study these topics. Copyright © 2006 John Wiley & Sons, Ltd.