Systems Modelling

List of contributors

Preface

Acknowledgements

CHAPTER 1. Complementarity in systems modelling (Michael Pidd)
1.1 Systems modelling
1.2 Messes and wicked problems
1.3 Hard and soft approaches
1.4 What do we mean by complementarity?
References

CHAPTER 2. Insights from complexity: organisational change and systems modelling (Michael Lyons)
2.1 Introduction
2.2 Complex adaptive systems and complexity
2.3 Complexity and management
2.4 Working with systemic problems
2.5 The simulation of complexity
2.6 Conclusion: complementarity intrinsic to complexity?
References

CHAPTER 3. 'Classic' OR and 'soft' OR - an asymmetric complementarity (Peter Checkland and Sue Holwell)
3.1 Introduction
3.2 Classic OR methodology
3.3 Soft systems methodology
3.4 'Hard' and 'soft' perspectives
3.5 The relation between 'ha rd' and 'soft' perspectives: an asymmetric complementarity
3.6 Conclusion
References

CHAPTER 4. The effectiveness of high-dependency care (Roth Kowalczyk)
4.1 Introduction
4.2 The issues
4.3 Effective high dependency care provision
4.4 Methods and methodology
4.5 Analysing the introduction of high dependency care
4.6 Effects
4.7 Conclusions
References

CHAPTER 5. Complementarity in practice (George Paterson)
5.1 Introduction
5.2 Organisational setting for or/ms practice
5.3 Types of assistance available
5.4 OR/MS in relation to other consulting offerings
5.5 Models and modelling
5.6 Examples from the oil and gas industry
5.7 Complementarity of hard and soft
References

CHAPTER 6. The complementary use of hard and soft OR in developing tax policy (Joyce Brown and Ceri Cooper)
6.1 Introduction
6.2 Background
6.3 The hard OR in the tax study
6.4 The soft OR
6.5 Complementarity
Acknowledgements
References

CHAPTER 7. Mental models and learning in system dynamics practice (John Morecroft)
7.1 Introduction
7.2 Mental models, transitional objects and formal models
7.3 Models of business and social systems
7.4 The

Mchael Pidd is Professor of Management Science at Lancaster University and a Past President of the Operational Research Society. His research interests focus on the development of usable models in management science and computer simulation and he has published widely in many academic journals and books. His authored books include the highly regarded Tools for Thinking: Modelling in Management Science, now in its second edition, and Computer Simulation in Management Science, now in its fourth edition, (both published by John Wiley & Sons).