Supporting strategic conversations: the significance of a quantitative model building process

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Abstract

This paper reports on the use of a quantitative system dynamics simulation model building process that followed on from a ‘soft OR’ strategy making intervention with a top management team. The work was carried out for the Chief Constable and top team of a UK police force. The output of the ‘soft OR’ strategy making process provided the reason for, and so focus of, the simulation model. The focus of the strategic conversation was on exploring the tension between the supply of resources (in this case police officers) and the demands placed on those officers. The project involved a series of strategic conversations with members of the top team that were stimulated through the process of building a system dynamics model. The process was facilitated by two modellers—one focussing on managing the strategic enquiry, while the other considered the implications of the conversation for the construction of the system dynamics model. Through the process of gradually building the system dynamics model, a number of issues and lessons were raised for the development and delivery of effective strategy making and the strategic management of public organisations. In addition there were implications for operational research model building processes, especially when operating at senior levels and within a strategic context.
LanguageEnglish
Pages868-878
Number of pages11
JournalJournal of the Operational Research Society
Volume62
Issue number5
Early online date28 Jul 2010
DOIs
Publication statusPublished - May 2011

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Dynamic models
Law enforcement
Computer simulation
Quantitative model
Strategy-making
System dynamics model
Soft OR
Simulation model
Police

Keywords

  • model building process
  • strategic conversation
  • police force
  • system dynamics simulation modelling

Cite this

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title = "Supporting strategic conversations: the significance of a quantitative model building process",
abstract = "This paper reports on the use of a quantitative system dynamics simulation model building process that followed on from a ‘soft OR’ strategy making intervention with a top management team. The work was carried out for the Chief Constable and top team of a UK police force. The output of the ‘soft OR’ strategy making process provided the reason for, and so focus of, the simulation model. The focus of the strategic conversation was on exploring the tension between the supply of resources (in this case police officers) and the demands placed on those officers. The project involved a series of strategic conversations with members of the top team that were stimulated through the process of building a system dynamics model. The process was facilitated by two modellers—one focussing on managing the strategic enquiry, while the other considered the implications of the conversation for the construction of the system dynamics model. Through the process of gradually building the system dynamics model, a number of issues and lessons were raised for the development and delivery of effective strategy making and the strategic management of public organisations. In addition there were implications for operational research model building processes, especially when operating at senior levels and within a strategic context.",
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note = "Also presented at: 27th International Conference of the System Dynamics Conference, 26-30 July 2009, Albuquerque, New Mexico, USA.",
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