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Group Model Building for Consensus Building and Team Learning A Case Study

机译：建立团队模型以建立共识和团队学习案例研究

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Routinely, so much well-intentioned effort is thwarted and morale is destroyed inorganisations because of the lack of commitment to decisions. The likelihood andconsequence of this is greatest where divergent groups, ie, different divisions, departmentor units are involved. This paper discusses a Group Model Building case study usingqualitative system dynamics to create consensus, team learning and shared vision in apublic organisation. The case involves determining planning priorities for a division of theMinistry of Health in New Zealand, leading to the creation of a business plan.The methodology involves a three-step process starting with structured brainstormingusing the partial KJ (Jiro Kawakita) technique to identify priority areas and clusteringthem into 'affinity' groups. Next, the priority clusters are condensed into 'variables' andused by the participants to construct causal loop diagrams representing 'systems ofpriorities' (in contrast to list of priorities). Finally, through a group process, leveragepoints or key priorities are identified and translated into a business plan. Strong groupresistance was encountered at this stage when attempting to reduce the number of priorityareas as suggested by the traditional priority matrix technique. Systems thinking approachwas used to alleviate this problem.The approach offers significant promise in using qualitative system dynamics with nonsystemsexperts. The methodology can be applied to any change management initiativeand complex decisions such as restructuring, reengineering, and supply chain design. Theexpected outcomes are greater commitment and shared vision.Key Words: Group Model Building, Group Learning/Consensus Building,Qualitative System Dynamics, Change Management, Planning
机译：通常，如此多的善意工作会受到挫败，士气低落 组织由于缺乏对决策的承诺。可能性和 如果不同的小组，即不同的部门，部门，这样做的后果是最大的 或涉及单位。本文讨论了使用 定性的系统动力学，以建立共识，团队学习和共同的愿景 公共组织。该案例涉及确定部门划分的计划优先级 新西兰卫生部领导制定了一项业务计划。 该方法包括三步过程，从结构化头脑风暴开始 使用部分KJ（Jiro Kawakita）技术识别优先区域和聚类 他们分成“亲和力”组。接下来，将优先级簇压缩为“变量”，然后 参与者用来构建代表“系统的因果关系”的因果图 优先级”（与优先级列表相反）。最后，通过小组流程，利用 确定要点或关键优先级并将其转换为业务计划。强势群体 尝试减少优先级数量时在此阶段遇到阻力 传统优先级矩阵技术建议的区域。系统思维方式 曾被用来缓解这一问题。该方法为非系统定性系统动力学的应用提供了广阔的前景。 专家。该方法可以应用于任何变更管理计划 以及复杂的决策，例如重组，再造和供应链设计。这 预期的结果是更大的承诺和共同的愿景。 关键词：小组模型建设，小组学习/共识建设， 定性系统动力学，变更管理，计划

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