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AbstractThis article explores some requirements for applying qualitative simulation algorithms to system dynamics models. The field of qualitative simulation lacks a specific procedure for modeling systems (subjects of its models are generally physical systems). Bringing together qualitative simulation techniques and system dynamics modeling techniques could benefit both fields. The structural correctness of system dynamics models is defined using constraint theory. An attempt is made to alleviate some problems of qualitative simulation algorithms by drawing upon system dynamics modeling methods and by establishing the structure for the propagation of constraints in these models.

AbstractIn this section the System Dynamics Review presents problems having the potential to stimulate system dynamics research. Articles may address real‐world dynamic problems that could be approached fruitfully from the system dynamics perspective, or methodological problems affecting the field. A paper submitted to the Research Problems section should concisely motivate and define a problem and start a process of conceptualization or formulation that can open the way for further studies. Manuscripts not exceeding 2,000 words should be sent to George P. Richardson, Milne 308, Rockefeller College, S.U.N.Y., Albany, NY 12222, U.S.A.

AbstractThe power and utility of system dynamics is best achieved by going beyond a model to implications and generalizations that can be drawn from the process of modeling. System dynamics papers too often stop with the description of a model. But models should become part of a more persuasive communications process that interacts with people's mental models, creates new insights, and unifies knowledge. In doing so, modeling uses the full range of available information‐the mental data base and the written data base, as well as the numerical data base. The last century has been devoted to exploring the frontier of physical science. The next century will be the time for exploring the dynamic nature of social systems and using the resulting knowledge for improving institutions and economies.

AbstractThis research explores opinions about best practices in system dynamics modeling elicited from a distinguished group of experts in the field. We address three questions: What do practitioners believe is the best way to undertake system dynamics modeling? What specific core activities are essential for exemplary action during the different stages of the modeling process? What do experts believe are the most important practices during the different stages of the modeling process? The researchers used a multi‐method approach involving interviews, virtual meetings using the Internet, statistical analysis of the generated data and, finally, a facilitated face‐to‐face meeting in which experts discussed the results of the study and their implications. The results of this research include 72 best practices grouped into six categories that reflect the stages of the system dynamics modeling process. Copyright © 2013 System Dynamics Society.

AbstractThe shared paradigms of society, the public discourse, the deepest assumptions about how the world works, these are the ultimate sources of system structure and the primary obstacles to structural change. The reigning paradigms of the western world are astonishingly unsystematic, and they give rise to badly structured, difficult‐to‐manage large‐scale social systems with persistent problems, such as pollution, poverty, and war. One way to contribute to the restructuring of those systems is to bring more clear, accurate, and inclusive systems concepts into the public discourse—to communicate systems insights regularly and powerfully through the press.Even the simplest ideas of system dynamics—stocks, flows, positive and negative feedback, the effect of delays, the importance of nonlinearity—can help to clarify public discussion and improve public policy. They must be communicated without jargon, without mathematics, without loop diagrams. That can be done, and the best partners in doing it are those who are already professionals in the art of public communication—the members of the press.

AbstractNon‐participation is currently one of the most pertinent problems confronting large organizations. The non‐participation problem is related to two untested assumptions made by the conventional wisdom of participative management: first, power is assumed to flow from top to bottom rather than the other way around and, second, participation schemes provide sufficient opportunities for worker participation. The sociocratic organization provides a participative management model derived from system dynamics concepts which challenges both assumptions. Sociocratic organizations are based on a circle structure, decision making by consent, and double linking between circules. The circular and reflexive nature of these organizations appears to open up real opportunities for participation at all levels.

AbstractNotes and Insights is a forum for discussion and debate about current issues in the philosophy and application of the system dynamics approach, and a marketplace for the exchange of information about current research, policy issues and teaching experiences. Manuscripts treating material particularly suited to presentation in short form (less than 2,000 words) should be sent to Erich Zahn, Betriebswirtschaftlic hes Institut, Abt. IV, Universität Stuttgart, Keplerstr. 17, D‐7000 Stuttgart 1, Germany or to Yaman Barlas, Dept. of Industrial Engineering, Bogazici University, 80815 Bebek, Istanbul, Turkey.