Systems thinking: learning or driving?

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dc.contributor.authorCapelo, Carlos
dc.contributor.authorDias, João Ferreira
dc.date.accessioned2011-08-24T10:48:05Z
dc.date.available2011-08-24T10:48:05Z
dc.date.issued2007-04
dc.description.abstractThe ability to foresee how behaviour of a system arises from the interaction of its components over time - i.e. its dynamic complexity – is seen an important ability to take effective decisions in our turbulent world. Dynamic complexity emerges frequently from interrelated simple structures, such as stocks and flows, feedbacks and delays (Forrester, 1961). Common sense assumes an intuitive understanding of their dynamic behaviour. However, recent researches have pointed to a persistent and systematic error in people understanding of those building blocks of complex systems. This paper describes an empirical study concerning the native ability to understand systems thinking concepts. Two different groups - one, academic, the other, professional – submitted to four tasks, proposed by Sweeney and Sterman (2000) and Sterman (2002). The results confirm a poor intuitive understanding of the basic systems concepts, even when subjects have background in mathematics and sciences.pt
dc.formatapplication/pdf
dc.identifier.citationCapelo, C.; Dias J.; (2007). Systems thinking: learning or driving? Economia Global e Gestão – Global Economics and Management Review, ISCTE, Vol XII, 1, pp 149-165.pt
dc.identifier.issn0873-7444
dc.identifier.urihttp://hdl.handle.net/10437/1342
dc.language.isoengpt
dc.publisherISCTE Business Schoolpt
dc.rightsopenAccess
dc.subjectMANAGEMENT LEARNINGpt
dc.subjectSYSTEMS THINKINGpt
dc.subjectSYSTEMS DYNAMICSpt
dc.titleSystems thinking: learning or driving?pt
dc.typearticlept

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