ao UnivProf Christoph Mandl
Business Dynamics, Fall 2007
Business Dynamics Fall 2007 2 PR 40123/3 KFK PM/LM: Praktikum (E) Christoph Mandl Phone 01-8923736-0 e-mail email@example.com Contents Business Dynamics is a scientific approach and a set of conceptual tools that enable us to understand the dynamics of organizations and of markets and the relationship between organizational behavior patterns and organizational structure. Analyzing the effects of time delays and of feedback loops are at the core of Business Dynamics and also constitute the main difference to other disciplines of Business and Management Science. Understanding the dynamics of a market, of an organization or parts of it as results of layers of time delays and of feedback loops helps to better control or influence an organization's (strategic) development. Specific observable behaviors and phenomena of markets or of organizations, e.g. exponential growth, S-shaped growth, oscillation, collapse or chaos, can be better understood and thus managed through Business Dynamics. In this course the concepts of Business Dynamics will be learned through participation in a systemic lab, through theory and cases, through experimenting with Business Dynamics Models, through analyzing Systems Archetypes, and through reading articles. In study groups, certain aspects of Business Dynamics will be researched, written assignments prepared and presentations given and discussed with all participants.
Grading The class will be graded as follows: Assignment and Presentation I Assignment and Presentation II Assignment and Presentation III Class participation 35% 20% 30% 15%
Class participation It is very important that you attend every class, because we cover a great deal of material and the later classes build on work covered earlier in the semester. Cutting class will adversely affect your class participation grade and, more importantly, your own and your classmates’ experience in the class. If you do have to miss a session, it will be your responsibility to find out from classmates what materials were covered. I also expect you to arrive at class on time and actively stay engaged in the class discussion and learning from beginning to end! Assignment and Presentation I You are required to give a presentation of your assignment I. The presentation must take at least 35 minutes but not more than 40 minutes. Afterwards there will be time for questions. You are required to hand in your paper on which the presentation is based when you give your presentation. The topics and due dates of this assignment are on the last pages of the syllabus. The grading of the presentation will depend on the quality and clarity of thought evident in your paper and on the quality of the presentation itself.
September 1, 2007 Page 1
14:45 hrs.see John Sterman. 14:45 hrs. Seminarraum 3 a) Learning in and about Complex Systems b) System Dynamics in Action Class 4: November 15. Seminarraum 3 i) Limits to Growth j) Drifting Goals and Escalation Class 8: November 29. You are also required to hand in a documented copy . Seminarraum 3 e) Stocks and Flows f) Places to Intervene in a System Class 6: November 22. Class 2: October 18. Assignment and Presentation III Together with one colleague (but not the same as in assignment II) you are required to identify and describe a real world question that can best be analyzed and understood through Business Dynamics. 13:00 hrs. 13:00 hrs. run and analyze a computer model of one Systems Archetype with Vensim. 13:00 hrs.ao UnivProf Christoph Mandl
Business Dynamics. 13:00 hrs. Chapter 21 Validation and Model Testing . Seminarraum 3 Introduction and Assignments I Class 1: October 18. Seminarraum 3 g) What are Systems Archetypes? and Growth and Underinvestment h) Fixes that Fail and Shifting the Burden Class 7: November 29.see John Sterman. 14:45 hrs. 14:45 hrs. Business Dynamics. All groups of two are required to present their question. validate and test it and analyze it. Seminarraum 3 Fish Banks Ltd. Fall 2007
Assignment and Presentation II Together with one colleague you are required to build. This real world question you have to model with Vensim. You are also required to hand in a documented copy . Chapter 21 Validation and Model Testing . Seminarraum 3 k) Innovation Diffusion l) Tragedy of the Commons
September 1. Class 3: November 15. 13:00 hrs. All groups of two are required to present their computer model and their analysis in a 10 minutes presentation in Class 10. their computer model and their findings in a 10 minutes presentation in Class 12. Seminarraum 3 Systems Thinking and Fish Banks Ltd. Seminarraum 3 c) Modeling Process and Structure and Behavior of Dynamic Systems d) Causal Loop Diagrams Class 5: November 22. Business Dynamics.of your Vensim model via email or via CD.
Detailed Outline Class 0: October 11.of your Vensim model via email or via CD. 2007 Page 2
. Seminarraum 3 Presentation of all Assignments II Class 11: January 24.mhtml
Required Reading for Assignment I a) John Sterman: Business Dynamics. 13:00 hrs. www.
Software Downloads You need to download Software and Models for free to build your Business Dynamics models for your assignments II and III ⇒ Download Vensim Software from www. www.ac. Places to Intervene in a System. pp 3-39 b) John Sterman: Business Dynamics. Growth and Underinvestment. Fall 2007
Class 9: December 13. 14:45 hrs.com/documentation.vensim.at/~gossimit/pap/sd/wb_sysarch. The System Archetypes. Chapter 3 & 4 The Modeling Process & Structure and Behavior of Dynamic Systems.html ⇒ Download Vensim Documentation from www.sustainabilityinstitute. Whole Earth. pp 93-113 & 378-390 William Braun.htm
September 1. Seminarraum 3 Presentation of all Assignments III
Questions and Problems In case of problems or questions you can contact me via e-mail or phone. Seminarraum 3 m) Path Dependence and Positive Feedback Presentation of all Assignments II Class 10: December 13. Chapter 5 Causal Loop Diagrams.html ⇒ Download the Vensim Models presented in John Sterman: Business Dynamics from www.pdf g) Peter Senge: The Fifth Discipline.org/pubs/Leverage_Points.ao UnivProf Christoph Mandl
Business Dynamics. Chapter 6 & 7 Stocks and Flows & Dynamics of Stocks and Flows. pp 83-133 d) John Sterman: Business Dynamics.mhhe. pp 41-81 c) John Sterman: Business Dynamics.com/freedownload. Chapter 2 System Dynamics in Action. Chapter 1 Learning in and about Complex Systems.systems-thinking.pdf Gene Bellinger.vensim. 14:45 hrs.org/theWay/sgu/gu. Chapter 6 & Appendix 2 Nature’s Templates & Systems Archetypes. Winter 1997. pp 137-190 e) John Sterman: Business Dynamics.uni-klu.com/business/opsci/sterman/models. 13:00 hrs. Seminarraum 3 n) Validation and Model Testing Presentation of all Assignments III Class 12: January 24. pp 191-262 f) Donella Meadows. http://www.
284. Fixes that Fail .pdf Gene Bellinger. Chapter 9 S-Shaped Growth. 107-109. Linked.santafe.uni-klu. pp 121-161 The Water of Ayolé. Nature.ao UnivProf Christoph Mandl
Business Dynamics. Exploring Complexity. Norton 2004
September 1. http://www.a. and Software. Escalation.htm Gene Bellinger.ac.pdf
k) John Sterman: Business Dynamics.thesystemsthinker. 2 April 1999. www.balancedreading. pp 378-390
m) John Sterman: Business Dynamics.htm William Braun. pp 121-148 Peter Senge: The Fifth Discipline. Chapter 17 The Language of Systems Thinking. www.at/~gossimit/pap/sd/wb_sysarch.Why Faster is Slower.pdf William Braun.htm i) Peter Senge: The Fifth Discipline.htm Peter Senge et al. or www.uni-klu.: The Limits to Growth . Six Degrees: The Science of a Connected age. Freeman 1989 Steven Strogatz.uni-klu. Meadows u. Chapter 17 & 18 & 19 The Language of Systems Thinking & The Archetype Family Tree & Systems Sleuth.systems-thinking.systems-thinking.at/~gossimit/pap/sd/wb_sysarch. The System Archetypes. The System Archetypes.pdf Gene Bellinger. Holland. Fall 2007
h) Daniel Kim.htm Donella H. Shifting the Burden. Brains. Complexity and the Economy.systems-thinking.edu/arthur/Papers/Pdf_files/Econ_&_Complex_Web. Scribner 2002 Grégoire Nicolis and Ilya Prigogine. pp 93-113 Gene Bellinger. pp 295-347 l) Gene Bellinger.The 30-Year Update. www.at/~gossimit/pap/sd/wb_sysarch. Tragedy of the Commons. Chapter 10 Path Dependence and Positive Feedback.ac. Complexity: The Emerging Science at the Edge of Order and Chaos. Appendix 2 Systems Archetypes. Drifting Goals. pp 349-406 n) John Sterman: Business Dynamics. Addison Wesley 1996 Steven Johnson. www. Appendix 2 Systems Archetypes. Science.org/theWay/slg/lg.org/theWay/sdg/dg.pdf Albert-László Barabási.ac.greenstar.com/quickfix.org/Videos. www. pp 378-390 William Braun. 2007
. Plume 2003 John H. Hidden Order: How Adaptation Builds Complexity. 2004 http://www.org/theWay/stc/tc. www. www.com/V16N9. Fixes that Fail. Chapter 6 Nature’s Templates.org/theWay/ssb/sb.htm Peter Senge: The Fifth Discipline.systems-thinking.systems-thinking.: The Fifth Discipline Fieldbook. Simon & Schuster 1993 Duncan Watts. www. Emergence: The Connected Lives of Ants.systems-thinking.org/theWay/sff/ff. The System Archetypes. Chapter 21 Truth and Beauty: Validation and Model Testing.htm Gene Bellinger. Brian Arthur. Theia 2004 Mitchell Waldrop.pdf Peter Senge et al. Cities. Limits to Growth.: The Fifth Discipline Fieldbook. and Daily Life. Sync: How Order Emerges from Chaos in the Universe. pp 845-891
Recommended Reading W. www.org/theWay/ses/es. www.
sustainer.systemdynamics.info www.org/DL-IntroSysDyn/index.com/business/opsci/sterman/student.mit.ac.org www.org www.uni-klu.mit. 2007
.clexchange.org www.html www.edu/jsterman/www/ http://web.systems-thinking.html www.at/~gossimit/linklist.systemdynamics.sd3.mhhe. Fall 2007
Recommended Websites http://web.php
September 1.edu/sdg/www/index2.mhtml www.org www.ao UnivProf Christoph Mandl