Working Papers and Publications

III. Publications

Forrester: 01.001 1971
"Counterintuitive Behavior of Social Systems," Technology Review, v.73, no.3, p. 52-68.
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This paper suggests a general approach which can eventually lead to a better understanding of social systems and thereby to more effective policies for guiding the future.

Forrester: 01.002 1979
"Christianity in a Steady-State World"
D-3171-1

This paper examines how religion interacts with economics, technology, sociology, agriculture, and medicine to create the successes and failures of a civilization.

Forrester: 01.003 1980
"Education for the 21st Century"
D-3252-1

How should science and mathematics fit into the changing social environment created by the life cycle of economic development and the economic long wave?

Forrester, Senge: 01.004 1980
"Tests for Building Confidence in System Dynamics Models," TIMS Studies in the Management Sciences, v.14, p.209-228
D-2926-7

Confidence in system dynamics models can be increased by a wide variety of tests that include tests of model structure, model behavior, and a model's policy implications.

Forrester: 01.005 1986
"Lessons From System Dynamics Modeling," System Dynamics Review, v.3, no.2
D-3904-1

System dynamics papers too often stop with the description of a model. The power and utility of system dynamics is best achieved by going beyond a model to implications and generalizations that can be drawn from the process of modeling.

Forrester: 01.006 1988
"The Next Frontier: Understanding Social Systems,"
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Forrester's vision of the future in which we will be much better served by our business, political, and economic systems.

Forrester: 01.007 1989
"The Beginning of System Dynamics"
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A personal recollection of how Forrester came to develop the field of system dynamics.

Forrester: 01.008 1990
"Beyond Case Studies - Computer Models in Management Education" D-4188

This new approach to management grows out of the system dynamics field which has shown how feedback system concepts, the practical knowledge to understand how management policies, leadership, information sources, and corporate structure can be combined to show how successes and failures are created.

Forrester: 01.009 1990
"The National Economy in the 1990s - The Processes of Change"
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If we are in the downturn phase of the long wave (cycle), then the next decade will be dominated by the forces needed to correct the excesses of the 1980s.

Forrester: 01.010 1990
"Understanding Urban Behavior"
D-4132

By use of computer simulation models, it is possible to see more clearly into the future. Such models can be used to evaluate policy alternatives so that the most favorable choices can be made.

Forrester: 01.011 1991
"Designing Social and Managerial Systems"
D-4006-1

Forrester believes that the challenge ahead is to understand far better the nature of our social, corporate, and economic systems.

Forrester: 01.012 1992
"Policies, Decisions and Information Sources for Modeling," European Journal of Operations Research, no.59, p.42-63
D-4226-2

This paper argues that the data needed to build models is available in the form of general knowledge, experience, and other less formal sources as well as in traditional databases.

Forrester: 01.013 1992
"System Dynamics and Learner-Centered-Learning in Kindergarten through 12th Grade Education"
D-4337

System dynamics offers a framework for giving cohesion, meaning, and motivation to education at all levels from kindergarten upward.

Forrester: 01.014 1992
"The CEO as Organization Designer; An Interview with Professor Jay Forrester," The McKinsey Quarterly, no.2, p.3-30
D-4345

The role of senior management, especially of chief executive officers, should be that of corporate designers and not of corporate operators.

Forrester: 01.015 1993
"Reconsidering 'A New Corporate Design'," Internal Markets: Redesigning organizations for a New Economic Era, ed. Halal, et al.
D-4340

A new foreword to the 1965 article "A New Corporate Design," a classic which presents ideas for ortanizational change that remain fresh and vital even today for forward looking corporations. (Both the new forword and the original article are included in this package)

Forrester: 01.016 1993
"System Dynamics and the Lessons of 35 Years," Systems-Based Approach to Policymaking, ed. B.Kenyon & DeGreen.
D-4224

An autobiographical history of system dynamics written by the founder.

Forrester: 01.017 1994
"Systems Dynamics, Systems Thinking, and Soft OR," System Dynamics Review, Vol. 10, No. 2-3 (Summer-Fall).
D-4405-2

This article discusses systems thinking and soft operations research as they are related to systems dynamics. A system dynamics context is presented within which to consider systems thinking and soft OR.

Forrester: 01.018 1994
"Learning through System Dynamics as Preparation for the 21st Century," Keynote address for Systems Thinking and Dynamics Modeling Conference for K-12 Education, June 1994, Concord Academy, Massachusetts.
D-4434-1

This conference presentation describes the author's vision of three areas where a system dynamics approahc can assist in K-12 education: developing personal skills, shaping an outlook and personality to fit the 21st century, and understanding the nature of systems in which we live and work.

Graham, Senge: 02.001 1980
"A Long-wave Hypothesis of Innovation," Technological Forecasting and Social Change, v.17, p. 283-311.
D-4106

This paper presents a theory and evidence showing how long (economic) waves can develop from over expansion and collapse of capital-producing sectors of an economy.

Graham, Morecroft, Senge, Sterman: 02.002 1992
"Model-supported case studies for Management Education," European Journal of Operational Research, v. 59, p. 151-166.
D-4310

Model-supported case studies promise improvement in strategic thinking skills and better integration of modeling with policy and strategy formation.

Graham, Shiba: 02.003 1993
"Total Quality Management As a Learning System," The Center for Quality Management Journal, v.2, no.1, p. 48-56.
D-4333

A unifying way to look at Total Quality Management is to emphasize that the real quality being totally managed is the quality of human capabilities--that the real improvement taking place is improving skills and improving the ability to learn.

Kiefer, Senge: 03.001 1984
"Metanoic Organizations," Transforming Work, ed. J.Adams, p.68-84.
D-3523-1

Society faces a host of fundamental problems, each reflecting the mismatch between the nature of complex social systems and methods of defining and attempting to solve those problems. What is needed are local environments where experiments with new, more effective ways of designing systems can be conducted.

Senge : 03.002 1984
"Systems Thinking in Business: Philosophy and Practice," Ed. R. Gaffney, ReVISION, v.7, no. 2.
D-4093

Interview with Peter Senge on how a systems perspective in the workplace changes notions of causality, power, and success.

Kiefer, Senge: 03.003 1986
"A Behavioral Description of a Metanoic Organization"
D-3939

This paper clarifies a vision deeply rooted in the dreams and aspirations that underlie the diverse innovations in management philosophy and organizational design that have unfolded in the past quarter century.

Forrester, Senge: 03.004 1987
"Organizational Growth and Management Overhead"
D-3861-2

We submit that traditional hierarchical structures, where reward is commensurate with elevation in the hierarchy, create a promotion chain that has to generate excessive management overhead as growth slows- something which invariably happens sooner or later.

Asay, Senge: 03.005 1988
"Rethinking the Healthcare System," The Healthcare Forum Journal, May/June 1988, p.32-45.
D-3983

An exploration of new definitions for healthcare.

Senge: 03.006 1990
"A Vote for Our Future"
D-4199

Text of brief speech about the Catalina Foothills school district given in November, 1990.

Senge: 03.007 1990
"Catalyzing Systems Thinking Within Organizations," Advances in Organization Development, ed. F.Masarik, p. 197-246.
D-3877-10

A general three-step process for organizing a "systems thinking learning process" is presented. A case study illustrates how the process might be carried out, some of the existing tools, and the types of insights and changes that can result.

Kim, Senge: 03.008 1990
"Managerial Microworlds," Technology Review, July, 1990.
D-4192

Organizational learning could help U.S. managers reverse their tendency to focus on immediate goals at the expense of long term strength.

Senge, Sterman: 03.009 1990
"Systems Thinking and Organizational Learning: Acting Locally and Thinking Globally in the Organization of the Future," Transforming Organizations, ed. T.Kochan & M.Useem.
D-4158-2

We argue that simulations are an important element of successful learning laboratories to develop systems thinking and promote organizational learning. A case study focused on improving quality and total cost performance is presented to illustrate how these tools can both produce insight and focus change.

Senge , Editor, C. Lannon Kim: 03.010 1990
"The Fifth Discipline: The Art & Practice of the Learning Organization: A Conversation with Peter Senge"
D-4194

Conversation with Peter Senge given to graduates of the Leadership and Mastery program about the process of writing his book and the final product, The Fifth Discipline.

Senge: 03.011 1990
"The Leader's New Work: Building Learning Organizations," Sloan Management Review, v. 32, no.1, Fall.
D-4191

This article begins to chart the new territory of learning organizations, describing new roles, skills, and tools for leaders who wish to develop learning organizations.

Kim, Senge: 03.012 1991
"Recapturing the Spirit of Learning Through a Systems Approach," The School Administrator, Nov., p. 8-13.
D-4274

An examination of how a "systems approach" to education is used in the Orange Grove Middle School in Tucson Arizona.

Senge : 03.013 1991
"The Learning Organization Made Plain: An Interview With Peter Senge," Ed. P. Galagan, Training & Development.
D-4362

An interview with Peter Senge about how he hopes his book will change minds about systems thinking, personal growth, and work.

Senge: 03.014 1991
"Transforming the Practice of Management"
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This paper tries to sketch a broad outline of a new management paradigm and what we are learning about how organizations can move toward its adoption.

Senge: 03.015 1992
"Building Learning Organizations," Journal for Quality and Participation, March, 1992.
D-4283

This paper is about the real message of the quality movement. It's about improving the total behavior of organizations, about developing the capability of a system to do what its members actually want it to do- anywhere in life.

Senge, Eds. D.Meen & M.Keough: 03.016 1992
"Creating the Learning Organization: An Interview with Peter Senge," The McKinsey Quarterly, no.1.
D-4305

This interview explores what "learning" realy means in a corporate context and descrives the tested approaches that managers can follow to build the necessary competence and orinetation into their organizationa.

Senge: 03.017 1992
"Mental Models," Planning Review, March/April 1992, p.4-10.
D-4325

The discipline of managing mental models- surfacing, testing and improving our internal pictures of how the world works- promises to be a major breakthrough for building learning organizations.

Kofman, Senge: 03.020 1993
"Communities of Commitment: The Heart of Learning Organizations," Organizational Dynamics, v.22, no.2, Autumn, 1993

We need to invent a new, more learningful model for business, education, health care government and family. This invention will come from the patient, concerted efforts of communities of people and will let us regain our memory- the memory of the community nature of the self and the poetic nature of language, and the world- the memory of the whole.

Senge: 03.021 1993
"Interview with Peter Senge; Making better organizations, making a better world," Business Ethics, March/April, p.17-20.

A wide ranging talk with Marjorie Kelly, an Editor at Business Ethics.

Senge: 03.022 1993
"Foreword to Chinese Edition of the Fifth Discipline"

Peter's reflections when asked to "meditate and imagine that there are thousand and thousands of Chinese [people] sitting in front of you and they want to hear some very plain and personal words from your mind, your heart and your soul."

Meadows, Sterman: 04.001 1985
"STRATEGEM-2: A Microcomputer Simulation Game of the Kandratiev Cycle," Simulation and Games, v.16, no.2, p.174-202 .

A microcomputer simulation game of the Kondratiev Cycle, a cycle of prosperity and depression averaging about fifty years. STRATEGEM stands for Strategic Games for Educating Managers; this is one in a series of games that combines computer simulation models with management training games.

Sterman: 04.002 1985
"The Growth of Knowledge: Testing a Theory of Scientific Revolutions with a Formal Model," Technological Forecasting and Social Change, v.28, no.2, p.93-122.
D-4096

This study tests the dynamic consistency of Kuhn's theory of scientific paradigms by formalizing and testing it with a computer model. It shows how modeling can provide a method for testing theories even when those theories are stated entirely in qualitative terms, at a high level of abstraction, and in a context divorced from explicit dynamic analysis.

Sterman: 04.003 1986
"The Economic Long Wave: Theory and Evidence," System Dynamic Review, v.2, no.2, p.87-125.
D-3712-1

This paper describes the integrated theory of the long wave that has now emerged from the System Dynamics National Model.

Sterman: 04.004 1986
"Expectation Formulation in Behavioral Simulation Models," Behavioral Science, v.32, p.190-211.
D-3821

This paper presents a behavioral model of trend expectation formation. The results support the use of adaptive expectation and trend extrapolation and suggest the presence of additional judgmental heuristics which can have dynamic and policy significance.

Sterman: 04.005 1987
"Testing Behavioral Simulation Models by Direct Experiment," Management Science, v.33, no.12, p.1572-92.
D-3783

This paper shows how direct experiment can be used to confirm or disconfirm the decision rules in simulation models.

Sterman: 04.006 1988
"A Skeptic's Guide to Computer Models," Managing A Nation, in Barney, G.O. et al (Eds.), Boulder, CO; Westview Press p.133-169.
D-4101

This paper is a guide to the strengths and weaknesses of computerized mathematical models.

Sterman: 04.007 1988
"Deterministic Chaos in Models of Human Behavior: Methodological Issues and Experimental Results," System Dynamics Review, v.4, 148-178.
D-3921

This paper describes experiments to analyze decision making behavior in the long wave model and the Beer Distribution Game. The behavior of the subjects is explained well with a simple heuristic long used in system dynamics modeling and well grounded in behavioral decision theory.

Sterman: 04.008 1988
"Modeling the Formation of Expectations: The History of Energy Demand Forecasts," International Journal of Forecasting, v.4, p.243-259.
D-4012

This paper tests the ability of adaptive expectations and univariate trend extrapolation to explain the history of energy demand forecasts.

Sterman: 04.009 1989
"Deterministic Chaos in an Experimental Economic System," Journal of Economic Behavior and Organization, v.12, p.1-28.
D-3976

An experiment with a simulated macroeconomic system demonstrates that the decision-making processes of agents can produce deterministic chaos.

Sterman: 04.010 1989
"Misperceptions of Feedback in Dynamic Decisionmaking," Organizational Behavior and Human Decision Processes, v.43, no.3, p.301-35.
D-3876-2

In an experiment where subjects manage a simulated economy, the overwhelming majority generate significant and costly oscillations. A simple decision rule based on the anchoring and adjustment heuristic is shown to simulate the subjects' decisions quite well.

Sterman: 04.011 1989
"Modeling Managerial Behavior: Misperceptions of Feedback in a Dynamic Decision Making Experiment," Management Science, v.35, no.3, p.321-339.
D-3919-2

This paper reports an experiment on the generation of macrodynamics from microstructure in a common managerial context. The generality of the results is considered and implications for behavioral theories of aggregate social and economic dynamics are explored.

Sterman: 04.012 1990
"A Long Wave Perspective on the Economy in the 1990s," The Bank Credit Analyst, v.42, no.1, p. 28-47.
D-4178

The stock market crash of 1987 was predicted by many economists based on Kondratieff's 50 year cycle. This paper examines whether the long wave perspective provides any insight into the economic crosscurrents of the 1990s.

Paich, Sterman: 04.013 1992
"Boom, Bust and Failures to Learn in Experimental Markets," Management Science, 39 (12), p. 1439-1458.
D-4279

This paper discusses an experiment where even though conditions for learning are excellent, experience does not appear to mitigate the misperceptions of feedback or systematic dysfunction it causes in dynamic decisionmaking tasks.

Kampmann, Sterman: 04.014 1992
"Do Markets Mitigate Misperceptions of Feedback in Dynamic Tasks?," 1992 International System Dynamics Conference Proceedings, p. 285-294.
D-4278

This paper presents an experimental test of the ability of market forces to mitigate the dysfunctional effects of systematic 'misperceptions of feedback' - mental models which ignore critical elements of a task's feedback structure. Markets moderate but do not eliminate the negative impact of misperceptions in feedback.

Banaghan, Gorman, Sterman: 04.015 1992
"Learning to Stitch in Time: Building a Proactive Maintenance Culture at E.I. DuPont deNemours & Co," Case Study, MIT Sloan School of Management.
D-4296

A case study describing the work of the MIT System Dynamics Group with E.I. DuPont deNemours & Co.

Sterman: 04.016 1992
"Long Wave Decline and the Politics of Depression"
D-4329

The paper is based on a presentation to the Bank Credit Analyst Conference, New York City, September, 1992.

Sterman, Wittenberg: 04.017 1992
"Modeling the Dynamics of Scientific Revolutions," Proceedings of the 1992 International System Dynamics Conference, p.827-836.
D-4334

This paper examines how internal and contextual forces interact to shape and constrain the development of new paradigms. And it addresses the question, "Why do some paradigms last for centuries while0 others quickly whither?"

Sterman: 04.018 1992 "The Beer Distribution Game: An Annotated Bibliography covering its History and use in Education and Research"
D-4281-1

An annotated bibliography.

Homer, Greenwood, Perkola, Sterman: 04.020 1993
"Delivery time Reduction in Pulp and Paper Mill Construction Projects: A Dynamic Analysis of Alternatives," Proceedings of the 1993 International System Dynamics Conference.
D-4374

The paper discusses a system dynamics model developed to reduce delivery times in projects. The model has some original features, particularly its portrayal of a critical path determined by the "gates" connecting sequential activities.

Diehl, Sterman: 04.021 1994
"Effects of Feedback Complexity on Dynamic Decision Making" forthcoming in Organizational Behavior and Human Decision Processes.
D-4401

Reports on classic dynamic decision task experiment in which subjects' performance deteriorated with increasing feedback, and the need to control seemed to over ride the ability to learn.

Mosekilde, Sterman, Thomsen: 04.022 1993
"Chaos and Hyperchaos in an Experimental Economic System," Chaos and Complexity, Paris: Editions Frontieres, September, 1993

We have performed a series of role-playing experiments with a simulated microeconomic system. Based on discussions with participants, a four parameter anchoring and adjustment heuristic for the ordering decision has been proposed. Computer simulations of the simplified system with the heuristics produce extremely complicated behavior.

Sterman, Thomsen: 04.024 1993
"Mode Locking and Nonlinear Entrainment of Macroeconomic Cycles," Nonlinear Dynamics and Evolutionary Economics, ed. R.Day & P.Chen.

The paper begins with a model of the economic long wave, and show how it produces and endogenous fluctuation of approximately 50 years. We demonstrate how the model can exhibit mode-locking and other highly nonlinear phenomena.

Sterman: 04.027 1994
"Learning In and About Complex Systems," Systems Dynamics Review, 10 (2-3), P. 291-330.

Explores barriers to learning, and 3 effective methods for learning in and about complex systems.

Sterman: 04.028 1996
"Debating Rationality: Nonrational aspects of organizational decision-making".

Ithaca, NY: Cornell University IRL Press, 1996 This paper presents evidence for the failure to give due consideration to preventative maintenance in organizational decisions taken by two companies in two different industries.

Morecroft: 05.002 1986
"A Behavioral Simulation Model of Forecasting and Production Scheduling in a Datacommunications Company"
D-3807

This paper describes a model that allows you to think about the different 'players' whose choices and actions regulate orders and production. And with the help of diagrams and simulations, you explore how the players interact and cooperate, and how the factory balances supply and demand.

Morecroft: 05.003 1986
"System Dynamics and Policy Reasoning"
D-3825

A description of research and teaching activities during 1985-1986.

Morecroft, Paich: 05.004 1986
"System Dynamics for Reasoning About Business Policy and Strategy"
D-3640-3

There is a need for a framework that helps executives examine the feasibility of a given business strategy, to understand whether the policies and programs making up the strategy are capable of achieving desired market and financial objectives. This paper shows how system dynamics modeling and simulation can fill this need.

Morecroft: 05.005 1986
"The Dynamics of a Fledgling High Technology Growth Market," System Dynamics Review, v.2, no.1, p.36-61

This paper presents a system dynamics model of the fledgling market for automated storage and retrieval AS/RS systems based on a case study of a leading firm in the industry. The model examines how marketing effort, capacity expansion, and industry reputation interact to produce growth cycles of about nine years in length.

Morecroft: 05.007 1987
"System Dynamics and Microworlds for Policymakers," European Journal of Operational Research, v.35, 1988, p. 301-320.
D-3982

This paper reviews four major developments that have made system dynamics more accessible; improved symbols and software, adoption of ideas from behavioral decision theory, improvement in simulation analysis methods, and a greater emphasis on small models, games, and dialogue.

Morecroft: 05.008 1988
"Executive Knowledge, Models and Strategic Change"
D-4002

A Revision of "Maps, Frameworks and Microworlds for Policy and Strategy Debate." This paper explores how frameworks aid executives" reasoning and learning.

Morecroft: 5.010 1988
"Modelling Growth Strategy In A Biotechnology Startup Firm"

Describes how systems dynamic model was created and used in order to stimulate debate and discussion about growth management in a biotech startup.

Morecroft: 05.011 1989
"Strategic Microworlds and System Dynamics modeling," Transactions of the Institute of Measurement and Control, v.11, no.4, p.180-186.

Morecroft: 05.012 1990
"Strategy Support Models," Strategic Planning: Models and Analytical Techniques, ed. R.Dyson, ch.13.
D-4083

This paper argues that formal simulation models can help meet the challenge of deducing the consequences of the interacting programs underlying strategy. However, the real key to effective strategy support is not simply having a model, but using it in a structured dialogue.

Morecroft, Larsen, Murphy: 05.013 1991
"Helping Managers to Model: A project in the Consumer Electronics Industry," Proceedings of the 1991 International System Dynamics Conference, p.281-290.

We use system dynamics with the management team of a consumer electronics company to investigate problems in training, inventory control and debt handling. In this paper we describe how the modeling approach was introduced to the company and subsequently used to support managment team decision making.

Morecroft: 05.015 1992
"Design of a Learning Environment: The Oil Producers' Microworld," Proceedings of the 1992 International System Dynamics Conference, p.465-474.

Paper reports on a computer-based learning environment for the oil industry; describes how participants are briefed; and provides samples of the gaming interface and model generated scenarios.

Morecroft: 05.016 1992
"Executive Knowledge, Models and Learning," European Journal of Operational Research, v.59, no.1, p.9-27.

This paper explains how the modeling process fits into conventional management team meetings, and then contrasts the value chain methodology and system dynamics in order to illustrate the varitey of group and cognitive support provided by different maps and frameworks.

Morecroft, Heijden: 05.017 1992
"Modeling the Oil Producers," European Journal of Operational Research, v.59, no.1, p.102-122.

A group of senior managers and planners from a major oil company met to discuss the changing structure of the oil industry. The discussion led to a system dynamics simulation model of the oil producers. This paper traces the model development process, starting from group discussions and leading to working simulation models.

Aackere, Larsen, Morecroft: 05.018 1993
"Systems Thinking and Business Process Redesign: an Application to the Beer Game"

In this paper we take readers inside a redesign problem to show reengineering concepts and tools in action. We have selected a classic and well-known logistical system for analysis- a multi stage production and distribution system known as the "Beer Game."

Kreutzer: 06.001 1987
"Tools for Developing Thinking Skills: System Dynamics in High Schools"
D-3928

Documents from a slide presentation about using tools from system dynamics in high school education.

Kim: 07.001 1989
"Learning Laboratories: Designing a Reflective Learning Environment," International System Dynamics Conference, ed. P.Milling.
D-4026

One of the most promising applications of model-based games is "learning laboratories," workshops that blend system dynamics principles and simulation game trials with ongoing conceptualization and feedback sessions to help managers gain a deeper understanding of the system within which they operate. This paper describes the design, implementation, and use of a learning lab.

Kim: 07.002 1989
"Organizational Learning and Individual Learning: Where the Twain Shall Meet?"
D-4114

The focus of the paper is on building a theory of the transfer mechanism between an individual's learning and the organization's learning. The paper culminates in an integrated model of organizational learning that blends the models of previous theories with new ideas.

Kim: 07.003 1990
"Toward Learning Organizations: Integrating Total Quality Control and Systems Thinking"
D-4036-4

Total Quality Control and Systems Thinking have complementary strengths that can greatly enhance an organization's ability to improve its performance through a more balanced learning process. The integration of the two can provide the boost that will help build the foundation for a learning organization.

Kim: 07.004 1990
"Total Quality and System Dynamics: Complementary Approaches to Organizational Learning"
D-4162

This paper briefly lays out the background of Total Quality and System Dynamics, compares their common holistic approach, and provides examples of possible integration of the two approaches to enhance organizational learning.

Burchill, Kim: 07.005 1992
"Systems Archetypes as a Diagnostic Tool: A Field-based Study of TQM Implementations"
D-4289

This paper outlines a general approach to diagnosis using systems archetypes, causal loop diagrams, and semantics in the development of a structured process for mapping organizational change efforts.

Kim: 07.007 1993
"The Leader with the 'Beginner's Mind'," Healthcare Forum Journal, July/Aug 1993, p. 33-37.

The leader's new work as catalyst of paradigm shifts is about awakening from the lie that the individual is but a cog in a wheel of a great big machine called industrial progress- to a realization that we are all interconnected with everything.

Kim: 07.008 1994
"Managerial Practice Fields: Infrastructures of a Learning Organization"

Although learning is the root from which competitive advantage springs, learning requires making mistakes, which are viewed as undesirable. Well-designed practice fields can provide vital support to managers and leaders much as data processing provides to operations, support theory building, and eventually become an integral part of organizations.

Isaacs, Senge: 08.001 1990
"Overcoming Limits to Learning in Computer-Based Learning Environments"
D-4185

The theoretic perspective of action science is applied to computer-based learning environments in order to diagnose and help overcome individual, group, and organizational anti-learning pressures.

Isaacs: 08.002 1993
"Taking Flight: Dialogue, Collective Thinking and Organizational Learning," Organizational Dynamics, v.22, no.2, Autumn, 1993

This article reviews our emerging theory of dialogue and reports on early evidence of the impact of dialogue in practical settings.

Isaacs: 8.003 1993
"The Dialogue Project Annual Progress Report 1992-93"

This report summarizes the work of the Dialogue Project from April 1992 through March 1993. It also addresses the nature of the outcomes of the project, describes our future plans and our dissemination efforts.

Bakken, Gould, Kim: 09.001 1991
"Experimentation in Learning Organizations: A Management Flight Simulator Approach," European Journal of Operational Research, v.59, p.167-182.
D-4203

This article shows how management flight simulators can enhance learning by allowing managers to compress time and space, experiment with various strategies, and learn from simulated deployments by reflecting on the outcomes.

Gould, Kreutzer, Kreutzer: 09.002 1993
"Designing Management Simulators," The Role of Strategic Modeling in International Competitiveness, eds. E.Zepeda & A.Machuca.

This paper provides examples of how radically different design criteria lead a design team to choose different forms for several management flight simulators and executive-information systems.

Gould: 09.003 1993
"System Dynamics Review: System Dynamics in Education," v.9, no.2.

This special issue of the Review presents a forum for the academic and non-academic communities to gain access to information about the experiments underway in system dynamics in education. SPECIAL COST: $20.

Gould, DiBella, Nevis: 9.004 1995
"Organizations as Learning Systems," Sloan Management Review, Vol 36, No. 2, Winter 1995.

A study to expand our understanding of organizational learning, clarify terms, evaluate criteria for learning organizations, and create an means of assessment.

Gould, DiBella, Nevis: 9.005 1996
"Understanding Organizational Learning Capability", Journal of Management Studies 33:3 May 1996, pp. 361-379

Presents data on how learning takes place in four organizations, what gets learned, and the factors and processes that facilitate or impeded learning.

Schein: 10.001 1991
"Legitimating Clinical Research in the Study of Organizational Culture"

This paper offers some observations about the state of organizational psychology, especially as it pertains to organizational culture. It argues that we have largely adopted a traditional research paradigm that has not worked very well.

Schein 10.002 1993
"How can Organizations Learn Faster? The Challenge of Entering the Green Room," Sloan Management Review, v.34, no.2, p.85-92.

In this article, the key psychological elements that inhibit or promote change are unraveled in order to help organizations not only to change, but to change faster, in order to keep up with the rapidly shifting environment.

Schein: 10.003 1993
"On Dialogue, Culture, and Organizational Learning," Organizational Dynamics, v,. 22, no.2, Autumn, 1993.

This essay shows that dialogue is indeed not only different from many of the techniques that have been proposed before, but also that it has considerable promise as a problem formulation and problem solving philosophy and technology.

Kofman: 11.001 1992
"Double Loop Accounting: a Language for the Learning Organization," The Systems Thinker, v.3, no.1.

This paper presents the view that the task of management accounting is the design of a corporate nervous system. If we understand how the information and incentive mechanisms of an organization condition its ability to learn, we can begin to design new systems that nourish (not strangle) creativity and innovation.

Kofman, Weeks: 11.004 1994
"Making Sense" (Formerly entitled "Zen and the Art of Cycle Time Reduction".)

The paper is about learning and organizations, and learning in organizations, though not strictly about organizational learning or learning organizations. It is about a new way of being in organizations and a way of being newly organized that experienced polysemy opens up for us.

Kofman: 11.005 1994
"Transformation Learning: A Blueprint for Organizational Change," The Systems Thinker, v. 5, n 9, November 1994.

Organizational change may best be brought about through individual transformation and the qualities of compassion, humility and love. This paper discusses the Leading Learning Communities program, and identifies some of the transformational learning tools it uses.

Clanon, Papageorge: 12.001 1992
"Competitive Advantage for the 90's: Creating the Knowledge Based Organization," Proceedings 3rd Annual Symposium of the International Association of Knowledge Engineers.
D-4353

This paper describes the concept of the Knowledge Based Organization. It also suggests behavioral/organizational learning disciplines, technologies and tools that can help make it a reality, and calls for a holistic approach by integrating business, technical and organizational knowledge at all levels of the organization.

Roth: 18.003 1995
"From Individual and Team Learning to Systems Learning"

Managing in Organizations that Learn, Blackwell Business Publishing, Cambridge, MA 1996, Eds. Cavaleri and Fearon * Presents and comments on the Ford Lincoln Continental Case Study, in which a program team used learning concepts from The Fifth Discipline to reach their goals.

Isaacs: 20.001 1991
"The Perils of Shared Ideals"

PhD. Thesis based on a year-long empirical study and microanalysis of a senior management group's efforts to put organizational ideals into action and the unintended counterproductive effects that appeared.

Rabkin: 20:002 1995
"Fueling the Innovation Process"

This PhD thesis presents an experiment and field study aimed at the question: What helps and hinders people in the process of noticing new concepts? The thesis is interesting for people concned with the processes that help unfreeze mental models and allow people to add new concepts to them.

Kim: 20.003 1993
"A Framework and Methodology for Linking Individual and Organizaitonal Learning"

Ph.D Thesis explores key issues in organizational learning, focusing specifically on mental models as the transfer mechanism through which individual learning becomes operationalized.

Tulin: 20.004 1996
"As We Talk, So We Organize"

This PhD. Thesis reports on exploratory research into the tacit processes and structures of talk, using data gathered from a long-term union/management dialogue project at a midwestern steel mill.

Clanon: Jeff Clanon is the Executive Director of the Organizational Learning Center at MIT. He is particularly interested in and concerned with the area of leadership and the practical day to day decisions and behaviors required to generate new organizational perspectives and to accomplish work collaboratively.

Forrester: Jay W. Forrester is Germeshausen Professor Emeritus and Senior Lecturer at MIT. In 1956, Professor Forrester started the Sysems Dynamics Group at the Sloan School and with it, the field of system dynamics. Along with many writing and speaking commitments, Professor Forrester is currently working on the National Model Project, a large computer model of the U.S. economy. He is also the director of the System Dynamics in Education Project which is looking at ways to use system dynamics and computer modeling to teach grades K-12.

Gould: Janet Gould is a research associate, project leader, and organizational consultant. Her research interests include feedback thinking, learning transfer, and development of "management practice fields." She works with teams to help them create effective organizations.

Isaacs: William N. Isaacs is the director of the Dialogue Project at MIT's Organizational Learning Center, which has conducted action research experiments on dialogue and organizational learning in a variety of settings around the world. Dr. Isaacs has consulted with senior management of Fortune 500 companies and leaders in communities and in health care systems.

Kim: Daniel Kim is an organizational consultant and public speaker who is committed to helping transform problem-solving organizations into learning organizations. Until recently he was the Director of the Learning Lab Research Project at the OLC. His research involves synthesizing managers' intuitive knowledge with computer simulation models and games to create learning environments for buildng shared understanding of complex organizational issues.

Kofman: Fred Kofman is director of the Leading Learning Communities project and works closely with the OLC. His research and consulting focus is on the design and implementation of management information systems that further organizational learning and change. Dr. Kofman integrates his interest in systems thinking, operations management, strategy and organizational behavior with philosophy, poetry and myth.

Leo: Victor Leo is a Program Manager at Ford Motor Company's Executive Development Center. His work includes research, design and execution of Ford's Senior Executive Program, a special seminar on Strategic Decision making, and promoting the synthesis of systems thinking and management practices to accelerate Ford's Development as a learning organization.

Meyerson: Debra Meyerson is an Assistant Professor of Management at the University of Michigan School of Business. Her research examines the role of ambiguity in understanding organizational culture and change. She is currently studying how "tempered radicals" in organizations find psychological and political approaches that enable them to sell issues without selling out.

Morecroft: John Morecroft is Associate Professor of Strategic Management at the London Business School. He is a leading expert in strategic modeling and system dynamics and has published widely in major academic journals. In 1990 he received the Jay Wright Forrester award of the System Dynamics Society.

Nevis: Edwin Nevis was Director of Special Studies of the Organizational Learning Center. His areas of special interest and expertise focus on organization change, executive development, and the development of organization consultants. His current research is aimed at the creation of an assessment instrument to audit organizations as learning systems.

O'Brien: William J. O'Brien retired from The Hanover Insurance Companies at the end of 1991, after serving as President and CEO for twelve years. He led the reconstitution of the organization's culture from one built around command and control to one centered on values, visions and the liberation of individual initiative and responsibility.

Rabkin: David Rabkin is a PhD student in the Behavor and Policy Science area.

Schein: Ed Schein is Professor of Management at MIT's Sloan School of Management and regularly works with the Organizational Learning Center. He has been consulting on corporate culture, organization development, career development, management development, top management team building, human resource planning, process consultation, and related issues since 1957. He is the author of numerous articles in professional journals and co-editor of the Addison-Wesley series on Organization Development.

Scully: Maureen Scully studies organizational behavior and industrial relations and is the W. Maurice Young Career Development Professor of Business Ethics at MIT. Her research focuses on how employees react to claims that inequality in organizations is meritocratic and how they work to change inequalities through grassroots activism and "tempered radicalism". She studies alternatives to individualistic merit-based rewards, particularly for the heralded team-based organization.

Segal: Amy Segal is a doctoral candidate in organizational studies at the Sloan School at MIT. She is interested in how organizational activists come to their activism through life experiences within, but also beyond, business organizations. Her research examines how employees find approaches to activism that sustain change efforts related to enhancing diversity inside organizations.

Senge: Peter Senge is a Senior Lecturer at MIT and Director of the Organizational Learning Center. His areas of special interest and expertise focus on decentralizing the role of leadership in an organization to enhance the capacity of all people to work productively toward common goals. Dr. Senge's current research involves developing and testing "learning laboratories" and related innovations in organizational infrastructure for learning, and in continuing to articulate fundamental ideas for healthy systemic management.

Sterman: John D. Sterman is Professor at MIT's Sloan School of Management and Director of the System Dynamics Group. His research includes systems thinking and organizational learning, computer simulation of corporate strategy, and the theory of nonlinear dynamics. In addition to publishing numerous scholarly and popular articles on the problems facing the US and world economies today, he has presented this work before corporate, financial, and government audiences around the world.