Decision Making / 6 / 6.2

6.2 TUTORIAL—PREVIEW

The tutorial shows, through application of IISD (McLucas, 1998):

• that the problem situation has to be clearly established before problem conceptualisation, that is problem definition, can commence;
• how to reveal the true nature of the problem;
• why remedial efforts attempted so far have not been effective;
• how diverse views of stakeholders impact upon:
• problem conceptualisation;
• development of strategies; and
• the process of selecting strategies to be implemented;
• how to correctly define the problem space;
• how the solution space is defined, based on consideration of:
• risks; and
• diverse stakeholder perspectives; and
• how to use concept mapping, Soft Systems Methodology, causal loop diagramming and /or influence diagramming techniques to:
• aid understanding of dynamic complexity without the need, per se, to build quantitative system dynamics models; and
• analyse alternate strategy options.

The problem conceptualisation techniques demonstrated are not the only ones that may be used. Various problem conceptualisation techniques exist. The most important criterion is that they are systems thinking techniques, ones designed to accommodate the fundamental nature of systemic problems. Checkland (1993: 318) describes this type of thinking as an epistemology which, when applied to human activity is based on the four basic ideas: emergence, hierarchy, communication and control as characteristics of systems. When applied to natural or designed systems the crucial characteristic is the emergent properties of the whole.

Regardless of the means used for conceptualisation, detailed analysis demands tools effective in dealing with dynamic, complex and systemic problems. System dynamics modelling has proven most valuable for this purpose. System dynamics modelling and simulation are frequently used in an action research /action learning context for:

• analysis of changes over time, and
• enhancing learning about systemic and dynamic behaviour.

The option always exists to use quantitative system dynamics modelling and simulation. But, in this tutorial this was not found necessary. Where quantitative systems dynamics modelling and simulation are needed, and in many circumstances it is essential, optional strategies are developed and demonstrated through ‘flying’ them on a purpose-built management flight simulator. In the latter stages of IISD, not demonstrated in this chapter, stakeholders are encouraged to fly the simulator, freely changing the parametric values as often and in whatever combination, they choose. In this way, they are able to assess the suitability of the strategies and test them in a virtual world; a benign environment where pre-implementation rehearsal can be conducted without causing collateral damage. See Figure 5-6. This also presents an opportunity for re-thinking the strategies before taking the critical step to implement them. However, it has been found that taking that step is not necessary in the majority of instances. For that reason, it is not discussed further here¹.