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Course Overview
This course introduces the most appropriate ways of visualising the complex interrelationships between the various parts of real-world problems, problems that continually change over time and are resistant to corrective action. The course provides solid foundations for developing strategies and managing many problems for which conventional reductionist ways of thinking are totally ineffective.
No prior knowledge is assumed. The course is valuable for anyone faced with continually changing problems in public or private sector organisations or communities. It is also valuable to those who wish to go on to develop skills in computational system dynamic modelling, perhaps by attending our System Dynamic Modelling Practicum short course.
Attendees receive comprehensive course notes, and a copy of the book Decision Making: Risk Management, Systems Thinking and Situation Awareness, McLucas, A.C., 2003, Argos Press
Who Should Attend?
Anyone requiring an understanding of systems thinking; business managers; contract managers; capability development staff; project managers; systems engineers.
Course Presenters
Dr Alan McLucas
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Course Outline
Complexity, Decision Making and Organisational Environments
Nature of real-world problems—significance of detail and dynamic complexity for organisations and individuals | Relationship between systemic structure of problems and their behaviour over time | Recognition-primed and deliberate decisions | Managerial roles in organisations and organisational transformations | Managerial cognition; finite limits and strengths | Richness brought to understanding of a problem situation by accommodating a range of stakeholder perspectives | Environmental constraints on organisations and organisational decision makers
Bringing About Understanding of Complex Problem Situations
Techniques for eliciting and mapping implicit and explicit knowledge about a problem situation | Cognitive Mapping | Soft Systems Methodology (SSM) | Causal Loop Diagrams | Influence Diagrams | Communicating meaning and understanding of systems through use of these maps and diagrams
Qualitative Methods for Strategy Development—Using The Iterative and Interactive Strategy Development (IISD) Methodology
Conducting elicitation, mapping and analysis workshops | Techniques for combining the views of disparate stakeholders | Identifying leverage points where small changes can make a big difference | Developing and testing strategic options | Relationship between qualitative systems thinking and quantitative system dynamics modelling techniques
Exercises
A series of graduated exercises cover the use of specific techniques, and insights enabled through eliciting knowledge and analysing systemic causality. Specific exercises develop skills in the use of alternate methods of causal mapping, leading to the development of strategic options for organisational transformation.
Related Issues
The progression from qualitative 'soft systems' modelling to quantitative system dynamics modelling is examined.
Fees
Defence Rate $1,725
Non-Defence Rate $1,905
Course Dates
18 - 20 June 2008
1-3 October 2008
How to register
For Course Enquiries, please contact Business Services on 02 6268 8421,
Email:Business Office
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