Abstract for: Mapping and simulation as means to improve mental models of dynamic systems

System dynamics believes that undesirable system behavior is the consequence of aspects that the decision policies fail to recognize or take into account. In other words, some relevant factor or some relevant causal link has not been recognized or its importance has been misjudged. If our decision policies fail, our mental models are to be blamed. Therefore we have to ask which factors and causal links could be relevant and assure that only the relevant ones remain in the mental model. We need a creative phase of proposing (what might be relevant) followed by testing. However, how can we decide what is relevant? If structure drives behavior, it has to be assessed if the proposed structure generates the problematic behavior. Only simulation allows to decide what must be corrected and what can be left out of the representation of the problematic situation. Can individuals with little quantitative background and little time for learning the prerequisite skills accede to the advantages of improving their mental models by the disciplined creativity of mapping and simulating? This is an old question awaiting answers. This presentation offers one answer for a short executive MBA course. A simulation game allows to generate a problematic situation, triggering players to propose factors and influences; then guided modeling experiments with parts of the structure allow to structure the mental models and attach behavior patterns to the structure blocks. Then groups devise decision policies and try them out in the game. Students go through various iterations of proposing and testing, and their mental models are put to test without them having written the equations of a stock-and-flow model. A final comparative discussion allows to reflect upon what has been learned.