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Systems Thinking, Mapping, and Modeling in Group Decision and Negotiation

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Handbook of Group Decision and Negotiation

Part of the book series: Advances in Group Decision and Negotiation ((AGDN,volume 4))

Abstract

The use of systems modeling and simulation contributes an endogenous dynamic perspective to group negotiations and decision making. In the field of system dynamics, group (participatory) model building has a rich history and growing literature. This chapter provides an introduction. It discusses the roles required to handle the intricacies of facilitation and group modeling and identifies the tension inherent in models as “microworlds” or “boundary objects” (see the chapter by Ackermann and Eden, this volume). It overviews the group model building process and focuses most extensively on an accumulating body of scripts (see the chapter by Lewis, this volume) for group modeling, including scripts for introducing model concepts, initiating systems mapping, eliciting system feedback structure (see the chapter by Hujala and Kurttila, this volume), formulating formal models with client groups, and using them to help build a negotiated consensual view of their shared mental models (see the chapter by Ackermann and Eden, this volume). The keys to the success of group modeling building efforts appear to be engaging stakeholders, sharing mental models formally, assembling and managing complexity, using simulation to test scenarios and support or refute hypotheses, working toward alignment, and empowering people to have confidence in the strategies that emerge.

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Notes

  1. 1.

    Important texts in the field include Ford (1999), Forrester (1961), Maani and Cavana (2000), Richardson and Pugh (1981), Senge (1990), Sterman (2000), and Wolstenholme (1990).

  2. 2.

    Another source of the originating ideas stems from the Group Decision Support Systems literature, including in particular Decision Conferencing (Milter and Rohrbaugh, 1985; Quinn et al., 1985; Schuman and Rohrbaugh, 1991; Rohrbaugh, 2000). Other supporting literatures include strategic management (e.g., Eden and Ackermann, 1998; Eden and Ackermann with Brown 2005) and the European traditions that fall under the heading of soft operations research (see Lane, 1994).

  3. 3.

    See, e.g., Vennix (1996), Vennix et al. (1997), and the special issue of the System Dynamics Review on Group Model Building that that article introduces.

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Authors and Affiliations

  1. Rockefeller College of Public Affairs and Policy, University at Albany, State University of New York, Albany, NY, USA

    George P. Richardson & David F. Andersen

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  1. George P. Richardson
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  2. David F. Andersen
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Correspondence to George P. Richardson .

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Editors and Affiliations

  1. Dept. Mathematics, Wilfrid Laurier University, University Ave. W. 75, Waterloo, N2L 3C5, Canada

    D. Marc Kilgour

  2. Strathclyde Business School, University of Strathclyde, Glasgow, G4 0QU, United Kingdom

    Colin Eden

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Richardson, G.P., Andersen, D.F. (2010). Systems Thinking, Mapping, and Modeling in Group Decision and Negotiation. In: Kilgour, D., Eden, C. (eds) Handbook of Group Decision and Negotiation. Advances in Group Decision and Negotiation, vol 4. Springer, Dordrecht. https://doi.org/10.1007/978-90-481-9097-3_19

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