Decision Making / 5 / 5.5

5.5 SUMMARY

This chapter describes a framework for addressing complex, dynamic, systemic problems. Rather than working from an assumed list of principles of method, an initial set of principles were developed from empirical analysis, Chapters 2 and 3, combined with observations from a review of the systems thinking and system dynamics literature. This set of principles enunciated in this chapter is unique. It is tested through case applications in the following chapters. The principles take into account practical issues and recognise, that at the outset (usually) little is known about the problems at hand. The creation of a new framework for addressing complex, dynamic, systemic problems is not significant by itself because other researchers have produced similar things. However, where and how qualitative and quantitative methods fit into IISD and the general framework of systems thinking and system dynamics modelling is significant because it identifies the intended products of each stage or activity. This is essential to consideration of how we might go about our risk management and strategic decision making. How to go about implementing IISD is demonstrated in Chapter 6.