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Systems Modelling
Theory and Practice
Edited by
Michael Pidd
Department of Management Science
The Management School
Lancaster University
Copyright#2004JohnWiley&SonsLtd,TheAtrium,SouthernGate,Chichester,
WestSussexPO198SQ,England
Telephone(t44)1243779777
1 COMPLEMENTARITY IN SYSTEMS MODELLING 1
MichaelPidd
1.1 Systemsmodelling 1
1.2 Messesandwickedproblems 7
1.3 Hardandsoftapproaches 9
1.4 Whatdowemeanbycomplementarity? 16
References 19
2 INSIGHTS FROM COMPLEXITY: ORGANIZATIONAL CHANGE AND 21
SYSTEMS MODELLING
MichaelLyons
2.1 Introduction 21
2.2 Complexadaptivesystemsandcomplexity 22
2.3 Complexityandmanagement 24
2.4 Workingwithsystemicproblems 32
2.5 Thesimulationofcomplexity 36
2.6 Conclusion:complementarityintrinsictocomplexity? 40
References 42
3 ‘‘CLASSIC’’ OR AND ‘‘SOFT’’ OR ^ANASYMMETRIC 45
COMPLEMENTARITY
PeterChecklandandSueHolwell
3.1 Introduction 45
3.2 ClassicORmethodology 46
3.3 Softsystemsmethodology 49
3.4 ‘‘Hard’’and‘‘soft’’perspectives 53
3.5 Therelationbetween‘‘hard’’and‘‘soft’’perspectives:an
asymmetriccomplementarity 57
3.6 Conclusion 59
References 59
4 THE EFFECTIVENESS OF HIGH-DEPENDENCY CARE 61
RuthKowalczyk
4.1 Introduction 61
4.2 Theissues 61
4.3 E!ectivehigh-dependencycareprovision 62
4.4 Methodsandmethodology 63
4.5 Analysingtheintroductionofhigh-dependencycare 69
4.6 E!ects 72
4.7 Conclusions 74
References 75
5 COMPLEMENTARITY IN PRACTICE 76
GeorgeD.Paterson
5.1 Introduction 76
5.2 OrganizationalsettingforOR/MSpractice 76
5.3 Typesofassistanceavailable 78
5.4 OR/MSinrelationtootherconsultingo!erings 79
5.5 Modelsandmodelling 80
5.6 Examplesfromtheoilandgasindustry 81
5.7 Complementarityofhardandsoft 85
References 86
6 THE COMPLEMENTARY USE OF HARD AND SOFT OR IN
DEVELOPING TAX POLICY 87
JoyceBrownandCeriCooper
6.1 Introduction 87
6.2 Background 87
6.3 ThehardORinthetaxstudy 88
6.4 ThesoftOR 92
6.5 Complementarity 97
Acknowledgements 99
References 100
7 MENTAL MODELS AND LEARNING IN SYSTEM DYNAMICS PRACTICE 101
JohnMorecroft
7.1 Introduction 101
7.2 Mentalmodels,transitionalobjectsandformalmodels 1027.3 Modelsofbusinessandsocialsystems 104
7.4 TheBBCWorldServicemodellingproject 105
7.5 TheimpactoftheWorldServiceProjectonmanagerialthinking 115
7.6 Discussion 116
References 125
8 USING CAUSAL MAPPING ^ INDIVIDUAL AND GROUP, 127
TRADITIONAL AND NEW
FranAckermannandColinEden
8.1 Backgroundtomapping 127
8.2 Modesofuse 129
8.3 Applicationsofmapping 133
8.4 Someconsiderationsinusageforproblem‘‘solving’’and
strategydevelopment 137
8.5 Organizationallearningandforensicanalysisthroughmapping 138
8.6 Someconsiderationsinusagefororganizationallearning 141
8.7 Summary 142
References 143
9 USE OF ‘‘SOFT OR’’ MODELS BY CLIENTS ^ WHAT DO THEY WANT 146
FROM THEM?
ColinEdenandFranAckermann
9.1 Introduction 146
9.2 Thenatureofclients 146
9.3 Politicsandpoliticalfeasibility 149
9.4 Delivering‘‘addedvalue’’:problemstructuringingroups^
modellingas‘‘structuring’’,negotiatingandagreeing 151
9.5 Flexibilityoftoolsandtechniques^havingawiderangeand
beingabletousethemcontingently 155
9.6 Visualinteractivemodellingmeansworkshopswhichmeans
facilitation 157
9.7 Issuesofclosure 159
9.8 Summary 160
References 160
10 THE STATUS OF MODELS IN DEFENCE SYSTEMS ENGINEERING 164
SeanPriceandPhilipJohn
10.1 Introduction 164
10.2 Whatissystemsengineering? 164
10.3 Thenatureofmodernsystemschallenges 166
10.4 Traditionalproblemdomainboundaries 169
10.5 Theusesofmodels 170
10.6 Thestatusofmodelsinsystemsengineering 173
10.7 Conclusions 175
References 176
11 COMPLEMENTARITY IN MINISTRY OF DEFENCE OR PRACTICE 177
AlanP.Robinson,GeorgeA.PickburnandRogerA.Forder
11.1 Introduction 177
11.2 Ahigh-levelstudy 177
11.3 Equipmentacquisitionstudies 180
11.4 TheFalconcommunicationssystem 183
11.5 Defencelogistics:‘‘fromfactorytofoxhole’’ 184
11.6 TheStrategicAssessmentMethod(SAM) 184
11.7 OAintheMoD 186
11.8 Models,methodsandstrategyinMoDOA 189
11.9 ComplementarityinMoDOA 193
11.10 Finalthoughts 196
References 196
12 BRINGING IT ALL TOGETHER 197
MichaelPidd
12.1 Apersonalreprise 197
12.2 So,whatcanwelearn? 202
References 207
Index 209
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