The paper describes a partnership project between three parties, centred on the use of System Dynamics (SD) in a Mental Health Trust (MHT). The main learning experiences relate to the politics of introducing challenging concepts in a situation where participants prefer to avoid confrontation. The rigorous nature of SD modeling and simulation raises questions which operational managers may fear reflect badly on the organization and their own capabilities. They may be uncomfortable with questions about the evidence-base for current treatments, or the research to back their ideas for future developments. A further issue is the ambiguity inherent in definitions of SD and the likelihood that many managers prefer single-issue projects, based on their comfort zone of practice/expertise. A hypothesis is developed to describe the observed reactions in the project and suggest alternative approaches in carrying out SD projects in the UK public sector.

This is the whole item.

Date created

• 2005 July 17-2005 July 21

Type

• Document

Processing Activity

• Processing documentation available at: https://wiki.albany.edu/display/SCA/Processing+Ingested+Digital+Files

License

• Creative Commons BY-NC-ND Attribution-NonCommercial-NoDerivs 4.0 International

  
  Contact Us for questions or additional rights.

ITEM CONTEXT

Part of

cc5bb0ac12a5b68b26b1583548898dae

Scope and Contents

Part of

3c582e6f5cf305ef0030c7471b499022

Scope and Contents

Part of

23d738ba88f8333bc39725f9cb5bd0b8

Scope and Contents

Collection

System Dynamic Society Records

Scope and Contents

Collecting area

• This collection is part of the University Archives