This book describes the cognitive and interpersonal effects of group
model building, and presents empirical research on what group model
building achieves and how. Further, it proposes an integrated causal
mechanism for the effects on participants. There have been multiple
previous attempts at explaining the effects of group model building on
participants, and this book integrates these various theories for the
first time.
The causal mechanisms described here suggest a variety of design
elements that should be included in group model building practice. For
example, practitioners typically try to reduce complexity for clients,
to make the process feel more accessible. In contrast, the findings
presented here suggest that the very act of muddling through complexity
increases participants' affective commitment to the group and the
decisions made.
The book also describes implications for theory and practice. System
dynamics has traditionally been interested in using technical modeling
processes to make policy recommendations. Group model building
demonstrates that these same techniques also have implications for group
decision making as a method for negotiating agreement. The book argues
for the value of group model building as a mediating or negotiating
tool, rather than merely a positivist tool for technical problems.