Improvising Around Roles and Scripts in Group Model Building

1. Improvising Around Roles and Scripts in Group Model Building Group Decision and Negotiation INFORMS, Mt. Tremblant, Quebec, May 2007 David F. Andersen and George P. Richardson Rockefeller College of Public Affairs and Policy University at Albany, SUNY

2. Outline of Remarks • What is System Dynamics Group Model Building? • Improvisational Jazz as an Organizing Metaphor • Initial Agreements— Who is paying for the gig? • Roles and Teamwork— Getting the players together • Scripts—Learning the Basic Rhythms and Melodies.

3. Outline of Remarks (continued) • Improvisation with Roles and Scripts • Understanding the Improvisational Playfield • Two Principles that guide improvisation • A catalogue of Improvisational Behaviors • Improvisation that Ignores Roles and Breaks Scripts • Role Reversals and other dangerous moves • Working “on the fly” (to create new scripts)

4. What is Group Modeling? • A form of group decision support, involving a group of stakeholders with a complex problem • Group facilitation • Model building and refinement in public • Simulation of scenarios and options • Extensive facilitated discussion and analysis • Facilitated policy design and decisions

5. What is Group Modeling? • Management team (10-20) with a Modeling/Facilitation team (2-4) • Four full days over 3-to-4 months • Extensive between meeting work • Rapid prototyping of model with finished simulation product • Facilitation of implementation plans

6. Why System Dynamics Modeling?

7. Why System Dynamics Modeling?

8. Why System Dynamics Modeling?

9. Why System Dynamics Modeling?

10. Why System Dynamics Modeling?

11. The Albany Teamwork Approach • Facilitator / Elicitor • Modeler / Reflector • Process coach • Recorder • Gatekeeper

12. Components of the Process • Problem definition meeting • Group modeling meeting • Formal model formulation • Reviewing model with model building team • Rolling out model with the community • Working with flight simulator • Making change happen

13. A Typical Room GMB Session

14. Typical First Group Model Building Meeting • Introductions: Hopes and Fears • Stakeholders • Introduction to simulation: Concept models • Client flow elicitation • Policy resources and clusters • Mapping policy influences • Next steps for client group and modeling team

15. Introduction to Simulation • Concept models • Introduce the stock, flow, and causal link icons used throughout the workshop • Demonstrate there are links between feedback structure and dynamic behavior • Initiate discussion about the structure and behavior of the real system • Less than 30 minutes

16. Concept Model Progression:“Models are ours to change and improve.”

17. Concept Model Progression:“Behavior is a Consequence of Structure”

18. Typical First Group Model Building Meeting • Introductions: Hopes and Fears • Stakeholders • Introduction to simulation: Concept models • Client flow elicitation • Policy resources and clusters • Mapping policy influences • Next steps for client group and modeling team How do these conversations take place?

19. Facilitating Group Modeling Conversations • Scripted routines • Richmond, The Strategic Forum • Vennix, Group Model Building • Andersen & Richardson, Scripts for Group Model Building • Improvisation • Varying scripts “on the fly” • Creating new GMB processes “on the fly” • Reflecting on improvisations to create new scripts

20. Scripts Client Agreements about Strategies and Policies Group Modelling Improvisational Playing Field Formal Modelling Activities Initial Agreements Roles Improvisation as a Key Activity in Group Modelling

21. Understanding the Improvisational Playfield • Four Dimensions of Tension in GMB Communications Processes • Using Boundary Objects to Manage Communication Tensions—three uses • Remembering • Facilitating • Modeling

22. Understanding the Improvisational Playfield • Four Dimensions of Tension in GMB Communications Processes • Using Boundary Objects to Manage Communication Tensions—three uses • Remembering • Facilitating • Modeling

23. Client Mental Models Natural Language High Semantic Requirements Coherence SD Modeling Principles Model Equations High Syntax Requirements Cohesion Tensions in Group Model Building

24. Examples of Boundary Objects in SD GMB • Client-Authored such as… • Variable Graphs Over Time • Stakeholder Power X Interest Grid • Facilitator-Authored such as… • Sketches of Model Feedback • Structure on the White Board • Modeler-Authored such as… • Refined Sketches of Model Structure in Modeler Feedback Script

25. Modeling Zone Client Group’s Mental Models Current GMB Boundary Object SD Modeling Principles Already Completed Boundary Objects Remembering and Displaying Facilitation Zone Boundary Objects Manage Tensions BetweenMental Models and Good Modeling Principles

26. First Improvisational Principle:LERT Listen, Edit, and Report with Transformations

27. LERT has two parts… • Listen and Report Back • Use exact words, concepts, and phrases that client group uses • Faithfully record and display their thoughts and words • Edit with Transformations • Find ways to “filter” clients’ speech — “less is more” • Add value by structuring speech around modeling principles • These two components of LERT are at odds with themselves

28. Second Improvisational Principle:UnobtrusiveTeaching • About SD Modeling Syntax and Principles, e.g. • Concept Models • Modeler Feedback • About Insights into the System Under Study, e.g. • Feedback while working in small groups • Modeler Feedback • Plenary Events that “ring a bell” for a potentially big idea within the project

29. Toward a Taxonomy of Improvisational Behaviors

30. On the Fly Challenge “Group Think” causal assertions Provide “Expert Opinion” on aggregation or other modeling issues Off Line Transform cause-and-effect to feedback Clean Up Diagram Geometry Add Operational Logic Propose formulation-based restatements of key effects under discussion by group Key Modeler Improvisational Behaviors

31. On the Fly Select next key concept of variable to discuss Do not record on the board aspects of discussion Park aspects of discussion for future use Select words that create variables from verb phrases Be alert to and draw out feedback loops Off Line Add insights, comments to small working groups Rehearse key variables and dynamic mechanisms from earlier boundary objects Key Facilitator Improvisational Behaviors

32. On the Fly Call out for help Live “banter” to exchange insights in front of the client group Off Line Design “seed” structures or dynamics mechanisms to structure next phase of discussion Share insights about key variables or dynamic mechanisms Plan or refine sequence of scripts Key Joint Improvisational Behaviors

33. Improvisation that Ignores Roles and Breaks Scripts • Role Reversals and Other Unplanned Moves • Can lead to sudden break-throughs • Can have dangerous consequences • We have rules to constrain these behaviors! • Creating New Scripts in “Real Time” • To resolve a current problem facing the group • ***Often to create a new script

34. Role Reversals and Other Unplanned Moves • Improvised Conversations Between Modeling Team Members • Four Basic Types: • Facilitator Seeks Assistance • Facilitator Steps Down • Modeler Steps Up to Offer Insight • Modeler Steps Up to Take Over the Meeting

35. Even Improvised Conversations Have Rules • Rule #1: The person “holding the chalk” calls the shots • Rule #2: Always know who is “holding the chalk” • Rule #3: Always seek permission for improvised conversations • 3A: Facilitator initiates conversations with public requests • 3B: Modeler initiates conversations with a private signal

36. Facilitator Seeks Assistance • What and When: At an unplanned time, facilitator requests specific support from modeling team in handling group process or content. • Why: Facilitator senses that current task is not working well or there is an opportunity that needs to be structured • How: Facilitator sends public signal with an advance request for help. There may be a public discussion of what is needed. When the modeler is ready to help, he or she sends a private signal back that it is OK now to call for help.

37. Facilitator Steps Down • What and When: This is usually an extreme case of facilitator requesting assistance. • Why: Facilitator senses that current task is not working well or facilitator is tired or confused for some reason. • How: Facilitator sends public signal with an advance request for help. There may be a public discussion of what is needed. When the modeler is ready to help, he or she sends a private signal back that it is OK now to call for help.

38. Modeler Steps Up to Comment • What and When: At an unplanned time, modeler gains permission to interrupt to add value around some specific task. • Why: Modeler sees an opportunity to clarify a specific task or insight being worked by the group (that the facilitator seems to be missing) • How: Modeler uses a private signal indicating he or she has a new direction to pursue. If a break is not near, a public discussion may follow. When the facilitator is ready, the modeler comments to add value. The modeler should be prepared to “take the chalk” if necessary.

39. Modeler Steps Up to Take Over Session • What and When: At an unplanned time, modeler gains permission to interrupt to move the group in a new direction —We consider this to be a very risky move. • Why: Modeler sees an opportunity to move the group in a new (often breakthrough) direction, timing is important, and it seems prudent (to the modeler) to not wait until a break. • How: Modeler uses a private signal indicating he or she has a new direction to pursue. If a break is not near, a public discussion may follow. When the facilitator is ready, the modeler steps up to manage the conversation, agreeing to stay in control until the next break or “pass back” time can be arranged.

40. Creating New Scripts in “Real Time” • Driven by a specific need or opportunity presented by current work • Never done “on the fly” • Usually completed over a long break, before the start of a new day, or late at night (those early morning surprises!) • Initially “crap detected” using small group working principles • Extensive critique and re-design at end of session.

41. Small Group Principles in a Nutshell • Divergent, brainstorming tasks • Individuals to pairs to small groups • Nominal group collection • Ranking tasks • Sticky dots or software support • Convergent, design tasks • Hardest – need most thought • Most risk.

42. Borrow or Steal Scripts from other Problem Structuring Approaches… • Rohrbaugh • Decision Techtronics approaches • Vennix • Workbook ideas and approaches • Bryson • Stakeholder mapping • Leadership principles • Eden and Ackermann • Decision and Group Explorer techniques • New direct software linkages

43. Several Examples of Scripts-to-Order • Group elicitation of model parameters • Vermont Medicaid project • Needed numbers for over-night modeling • Proved to be powerful alignment and discussion tool • Ratio elicitation of feedback loops • Office of Mental Health Project • Original intent to decompose too complex stock and flow picture • Use of ratio of two key stocks seems a “natural” way to generate feedback thinking by client groups

44. More Examples of Scripts-to-Order • Using Group Explorer Pack of Key Variables to “Seed” Feedback elicitation • Airport Security Modeling Project • Seeking linkages between Group Explorer and Vensim modeling • Techniques still under development • Extended Concept Model Approach • Project on Security in Norwegian Oil Fields • Initial intent was to transfer model ownership to new group • Discovered fast way to engage clients early in discussion of dynamics.

45. References • Reagan-Cirincione et al., Decision modeling: Tools for Strategic Thinking, Interfaces 21,6 (Nov-Dec 1991). • Andersen & Richardson, Teamwork in Group Model Building,System Dynamics Review 1995. • Richardson & Andersen, Scripts in Group Model Building,System Dynamics Review 1997. • Richmond, The Strategic Forum: Aligning Objectives Strategy and Process. System Dynamics Review,13(2), 1997. • Vennix, Andersen, & Richardson, Special issue of the System Dynamics Review on Group Model Building, 1997. • Eden and Ackermann, Strategy Making: the Journey of Strategic Management.Sage: London, 1998. • Bryson, Strategic Planning for Public and Nonprofit Organizations, San Francisco: Jossey-Bass, 2004