Critical learning incidents in system dynamics modelling engagements

This paper reports in-depth behavioural operational research to explore how individual clients learned to resolve dynamically complex problems in system dynamics model-based engagements. Consultant-client dyads were interviewed in ten system dynamics consulting engagements to identify individual clients' Critical Learning Incidents—defined as the moment of surprise caused after one's mental model produces unexpected failure and a change in one’s mental model produces the desired result. The cases are reprised from interviews and include assessments of the nature of the engagement problem, the form of system dynamics model, and the methods employed by consultants during each phase of the engagement. Reported Critical Learning Incidents are noted by engagement phase and consulting method, and constructivist learning theory is used to describe a pattern of learning. Outcomes of the research include describing the role of different methods applied in engagement phases (for example, the role of concept models to commence problem identification and to introduce iconography and jargon to the engagement participants), how model form associates with timings of Critical Learning Incidents, and the role of social mediation and negotiation in the learning process

Governance Policies in IT Service Support

IT Service support provider, whether outsourced or kept in-house, has to abide by the Service Level Agreements (SLA) that are derived from the business needs. At the heart of IT Service support provider are the human resources that are expected to resolve tickets. It is essential that the policies, which govern the tickets’ movement amongst these resources, follow the business objectives such as service availability and cost reduction. In this study, we propose an agent based model that represents an IT Service Support system. A vital component in the model is the agent ‘Governor’, which makes policy decisions based on the by reacting to changes in the environment. The paper also studies the impact of various behavioural attributes of the Governor on the service objectives

Behavioural operational research: returning to the roots of the OR profession

We witness and welcome the resurgence of interest in the study of behavioural issues in the conduct of operational research (OR). The use of the term ‘resurgence’ is deliberate: the consideration of human factors in models and model-supported processes can be traced back to debates in the 1960s and 1970s (e.g. Ackoff, 1977; Churchman, 1970; Dutton & Walton, 1964). However, whilst the socially situated nature of OR in practice has long been recognised (e.g. Keys, 1997), it was not until the wave of recent activity triggered by Hamalainen et al.’s (2013) paper in this journal that the role and impact of behaviour in OR practice regained centrality in academic and practitioners circles alike

Dynamics of interdisciplinarity: a microlevel analysis of communication and facilitation in a group model‐building workshop

Participatory system dynamics is assumed to generate inter‐ and transdisciplinary understanding and whole‐system perspectives via scripted workshop structure, facilitation, and the use of visual boundary objects. However, there is little research into how exactly workshop activities and facilitators affect communication dynamics during a workshop and create an interdisciplinary perspective. Thus, we offer an innovative dynamic understanding via a rare microlevel analysis of facilitation and dynamics of communication and interdisciplinarity in a group model‐building workshop. We investigate how the conversation focus unfolds over time and examine in depth disciplinary transitions as well as the facilitator's role. We also analyse participants' perceptions of interdisciplinarity from the workshop and provide a research framework for workshop microlevel analysis. Based on the workshop's heritage science setting, we discuss the recursive nature of generating joint meaning and the use of participatory system dynamics for managing interdisciplinarity in a research project and make recommendations

Making OR practice visible: Using ethnomethodology to analyse facilitated modelling workshops

Empirical studies attempting to open the ‘black box’ of the practice of operational research (OR) are beginning to appear in the literature, particularly within the area known as behavioural OR. Many scholars within this community share a commitment to both empirically investigate what OR practitioners and users actually do when engaged in OR-supported processes, and evaluate what the effect of these ‘doings’ is. Despite these developments, we still know very little about the complexities and situated specifics of OR practice as it happens on the ground. This is mostly due to the methodological challenges involved in treating real-time OR practice as an analytical problem, which requires making OR practice ‘visible’ by bringing to the fore its material and interactional features for close examination. In this paper we adopt ethnomethodology as one way to address this challenge. Using an empirical vignette drawn from a facilitated modelling workshop in which causal mapping was used with a top management team, we illustrate how an ethnomethodologically-informed perspective can reveal the ways in which OR-supported activity is practically accomplished by those involved, moment by moment, and with what effects. We conclude the paper by summarising the contribution that these kinds of fine-grained studies of OR practice make to the behavioural OR agenda, and outline some potentially useful avenues for future research

A case study of how a leader shaped the culture of an organisation during a post-merger integration

This research took the form of a case study of the post-merger integration of a government organisation. The study had four objectives, namely to: (1) describe the cultural value of accountability; (2) analyse how strategic leadership and relational leadership roles were exercised to address post-merger integration challenges; (3) analyse how a leader applied selected primary mechanisms to shape organisational culture; (4) analyse how strategic and relational leadership complemented each other in addressing the challenges of post-merger integration and thereby shaping a culture of accountability; and (5) describe how some of the secondary articulation and reinforcing mechanisms supported the culture that was created through primary mechanisms. The literature reviewed, identified some of the critical challenges that are experienced in a post-merger integration, and highlighted the role of leadership in culture formation. The critical challenges that were identified are as follows: What is the vision and organisational purpose? How does the leader structure the organisation? What kind of culture does the leader need to create? How does the leader maintain trust and keep communication with employees? How does a leader build new core competences and develop human capital? Two leadership approaches were adopted, namely strategic and relational leadership. These two leadership approaches were selected because, based on a review of the literature, they appeared to address these post-integration challenges. The roles associated with strategic leadership that were investigated, were creating a vision and purpose for the organisation, developing core competences and developing human capital. From the perspective of relational leadership, this study was concerned with how a leader communicated through regular formal and informal dialogues to keep employees abreast of things, and how the leader built trust. In reviewing the literature linking leadership and culture, the work of Schein (2010) featured prominently. Schein (2010) referred to primary embedding mechanisms that create culture and secondary articulation and reinforcing mechanisms that reinforce or support the culture being created through the primary mechanisms. This study looked at how that happens, and hence six propositions were crafted from the literature. These propositions are as follows: (1) Formal dialogues between the leader and employees demonstrate what the leader pays attention to, measures and controls, which then clarifies what the employees are accountable for. (2) What the leader pays attention to, measures and controls during regular informal interactions between the leader and employees, contributes to strong mutual relationships between them, which promotes ownership and accountability amongst employees for their actions. (3) A leader who behaves consistently when handling critical incidents and organisational crises, is trusted by employees, who then act responsibly and take full responsibility for their actions, and even their mistakes. (4) A leader creates a vision and sense of purpose for the organisation through what he pays attention to, measures and controls, thereby clarifying for employees what they are required to do. (5) A leader who pays attention to developing the organisational core competence and allocates resources to it, instils confidence in his employees with regards to carrying out their own responsibilities. (6) A leader who develops human capital through the allocation of additional resources, thereby instilling confidence in employees who are willing and able to realise or take up their responsibilities. This research adopted a qualitative approach. Data was collected through conducting interviews and the analysis of relevant documents. A deductive thematic analysis of the data was used for the purpose of identifying, analysing and reporting patterns, or themes within the data collected. The research confirmed these propositions as being relevant to the case study. It also confirmed that strategic and relational leadership as reflected in the propositions have complemented one another in the successful implementation of the post-merger integration, thereby shaping a particular culture. It was concluded that the challenges associated with a post-merger integration could not have been addressed through only one of the leadership approaches. The findings of the study also recognised that an architectural role was also required. That is, in a merger, the structure has to be carefully designed and not taken for granted. It was therefore recognised as a critical leadership role. The study considers the implications of the findings and makes recommendations for managers of this organisation, as well as for other organisations that are engaging in a post-merger integration. It further outlines the limitations, delimitations as well as the contribution that the study has made to the body of knowledge. Some of the recommendations made for further research were to analyse how other primary mechanisms that were not part of the propositions may shape the organisational culture; and to research how architectural leadership roles combine with strategic and relational leadership to address post-merger integration challenges. Lastly, this study has explained how leadership, through various mechanisms, shaped a culture of accountability. Other studies can be done using a similar design with different theories of leadership and other mechanisms that apply to shaping other kinds of cultural values

The New ‘MASVAW Men’: Strategies, Dynamics and Deepening Engagements. A Case Study of a Networked Approach to Challenging Patriarchy Across Institutions in Uttar Pradesh

Uttar Pradesh is ranked second among Indian states in ‘crimes against women’, which includes rape, abduction, dowry-related deaths, mental and physical torture and sexual harassment (Government of Uttar Pradesh 2006: 130). The majority of such crimes against women are committed by family members, but this gendered violence and inequality also permeates the broader economy, systems and structures that govern everyday life. During the past 10–15 years, the issue of gender equality has been raised by civil society and government, and there have been some positive changes too. Yet, there is increasing fear among some men about decreasing opportunities as a result of women’s empowerment, reflected in the evolution of ‘men’s rights’ organisations, with anti-feminist agendas (Chowdhury 2014). Bucking this trend, since 2002, a growing group of men have built an engagement for addressing gender-based violence (GBV), in Men’s Action to Stop Violence Against Women, or MASVAW. This case study explores the role of men and boys in addressing sexual and gender-based violence through collective action; a collaboration between the Centre for Health and Social Justice in New Delhi, the network MASVAW in Uttar Pradesh, and the Institute of Development Studies in the United Kingdom. This partnership grew in an attempt to problematise and politicise the way the terms of the debate were being set in the broader field of engaging men in addressing GBV in the development field.UK Department for International Developmen

Critical Infrastructure Protection Approaches: Analytical Outlook on Capacity Responsiveness to Dynamic Trends

Overview: Critical infrastructures (CIs) – any asset with a functionality that is critical to normal societal functions, safety, security, economic or social wellbeing of people, and disruption or destruction of which would have a very significant negative societal impact. CIs are clearly central to the normal functioning of a nation’s economy and require to be protected from both intentional and unintentional sabotages. It is important to correctly discern and aptly manage security risks within CI domains. The protection (security) of CIs and their networks can provide clear benefits to owner organizations and nations including: enabling the attainment of a properly functioning social environment and economic market, improving service security, enabling integration to external markets, and enabling service recipients (consumers, clients, and users) to benefit from new and emerging technological developments. To effectively secure CI system, firstly, it is crucial to understand three things - what can happen, how likely it is to happen, and the consequences of such happenings. One way to achieve this is through modelling and simulations of CI attributes, functionalities, operations, and behaviours to support security analysis perspectives, and especially considering the dynamics in trends and technological adoptions. Despite the availability of several security-related CI modelling approaches (tools and techniques), trends such as inter-networking, internet and IoT integrations raise new issues. Part of the issues relate to how to effectively (more precisely and realistically) model the complex behavior of interconnected CIs and their protection as system of systems (SoS). This report attempts to address the broad goal around this issue by reviewing a sample of critical infrastructure protection approaches; comprising tools, techniques, and frameworks (methodologies). The analysis covers contexts relating to the types of critical infrastructures, applicable modelling techniques, risk management scope covered, considerations for resilience, interdependency, and policy and regulations factors. Key Findings: This research presents the following key findings: 1. There is not a single specific Critical Infrastructure Protection (CIP) approach – tool, technique, methodology or framework – that exists or emerges as a ‘fit-for-all’; to allow the modelling and simulation of cyber security risks, resilience, dependency, and impact attributes in all critical infrastructure set-ups. 2. Typically, two or more modelling techniques can be (need to be) merged to cover a broader scope and context of modelling and simulation applications (areas) to achieve desirable highlevel protection and security for critical infrastructures. 3. Empirical-based, network-based, agent-based, and system dynamics-based modelling techniques are more widely used, and all offer gains for their use. 4. The deciding factors for choosing modelling techniques often rest on; complexity of use, popularity of approach, types and objectives of user Organisation and sector. 5. The scope of modelling functions and operations also help to strike the balance between ‘specificity’ and ‘generality’ of modelling technique and approach for the gains of in-depth analysis and wider coverage respectively. 6. Interdependency and resilience modelling and simulations in critical infrastructure operations, as well as associated security and safety risks; are crucial characteristics that need to be considered and explored in revising existing or developing new CIP modelling approaches. Recommendations: Key recommendations from this research include: 1. Other critical infrastructure sectors such as emergency services, food & agriculture, and dams; need to draw lessons from the energy and transportation sectors for the successive benefits of: i. Amplifying the drive and efforts towards evaluating and understanding security risks to their infrastructure and operations. ii. Support better understanding of any associated dependencies and cascading impacts. iii. Learning how to establish effective security and resilience. iv. Support the decision-making process linked with measuring the effectiveness of preparedness activities and investments. v. Improve the behavioural security-related responses of CI to disturbances or disruptions. 2. Security-related critical infrastructure modelling approaches should be developed or revised to include wider scopes of security risk management – from identification to effectiveness evaluations, to support: i. Appropriate alignment and responsiveness to the dynamic trends introduced by new technologies such as IoT and IIoT. ii. Dynamic security risk management – especially the assessment section needs to be more dynamic than static, to address the recurrent and impactful risks that emerge in critical infrastructures

The 2016 US Presidential Election on Facebook: An Exploratory Analysis of Sentiments

Social media platforms are valuable tools for political campaigns. In this study, we analyze a dataset representing over 22 thousand Facebook posts by candidates and over 48 million comments to understand the nature of online discourse. Specifically, we study the interaction between political candidates and the public during the 2016 presidential elections in the United States. We outline a novel method to classify commentators into four groups: strong supporters, supporters, dissenters, and strong dissenters. Comments by each group on policy-related topics are analyzed using sentiment analysis. Finally, we discuss avenues for future research to study the dynamics of social media platforms and political campaigns

Toward a transformed system to address child abuse and family violence in New Zealand

Executive Summary Introduction The Glenn Inquiry (TGI) has contracted Institute of Environmental Science and Research Limited (ESR) to bring together the relevant experience and expertise to collaboratively model a transformed system to address child abuse and neglect (CAN) and family violence (FV) in New Zealand. Our approach We have treated the task of reducing FV and CAN as a ‘wicked problem’1; that is, reducing FV and CAN is a problem that cannot be solved once and for all, and is not a matter of simply applying expert knowledge. The methods used in this project have been chosen because they are appropriate for working with wicked problems: stakeholder engagement, systems thinking and inter-disciplinary analysis. In this report, we refer to both CAN and FV. We recognise that, for some purposes, dealing with CAN requires particular strategies and treatment; however, the purpose of this report is to develop a transformed system that will reduce both CAN and other forms of FV. While the underlying causes of CAN and other FV may be considered independently, and some responses to each form of abuse will need to be particular, this report proposes a wider system of responses that will enable targeted interventions for each form of abuse. We use the term ‘family violence’ in this report in the sense it has come to be understood in Aotearoa, and is used in Te Rito: New Zealand Family Violence Prevention Strategy. In this use, FV includes intimate partner violence, child abuse and neglect, elder abuse, inter-sibling abuse and parental abuse. The project consisted of four work-streams: A review of the international and national literature on what would constitute a high performing system to address CAN and FV, including a review of New Zealand’s current approach with a focus on government legalisation, policies and initiatives; Qualitative modelling of the system dynamics associated with the existing way in which New Zealand has responded to CAN and FV; A secondary (sociological) analysis of suggestions for system improvement from the People’s Report; and, Developing a systemic model of a transformed system through collaborative workshops with sector experts