2. History Relentless progress since 1964 Simulators >>> Less programming Mainframes >>> Laptops Animation Range of applications Flowcharting Optimisation Project & portfolio management

3. Challenges Cost (not ROI) Time Data collection (& analysis)

4. Advantages Complexity Dynamic Variability Animation

5. Our Objective? Finding the (optimal) answer AND…

6. Our Objective? Finding the answer AND Learning about the system (and ourselves)

7. Our Objective? Peter Senge (1990) – The Fifth Discipline: The Art & Practice of the Learning Organization Learning underlies our ability to change Not new – Argyris, deGeus One person not enough (a Ford, Sloan or Watson) Knowledge management

8. Learning Organizations - Elements Prisoners of our own thinking and experience Our behavior not consistent with our theories Mental models or “theories in use” Tacit (below the surface) Einstein: Our theories determine what we measure

9. Learning Organizations Organizations that are able to change Change requires organizational development Overlooked (team building/cooperation) Force mental models into the open – expose assumptions

10. A New Look at Simulation Learning tool (“80% of the value” Pritsker) Foster understanding, participation, dialogue 5 Levels Teaching new processes Teaching new concepts Facilitating participation Empowering people Expert-Local interaction

11. Teaching New Processes

12. Teaching New Concepts

13. Enabling Participation

14. Empowering People (Covey: Voice)

15. Building Shared Vision Taking a step back – process focus (“No, the decision process”) City Design Land Use Decisions Visualization >>> simulation (advantages)

16. Progress comes through… “…getting out of our boxes.” Arbinger Inst. Serious consideration for the input of others “…that’s what I have been trying to tell you.”

17. Progress comes through… “…getting out of our boxes.” Arbinger Inst. Serious consideration for the input of others “…that’s what I have been trying to tell you.”

18. Progress comes through… “…getting out of our boxes.” Arbinger Inst. Serious consideration for the input of others “…that’s what I have been trying to tell you.”

19. A Cool Tool Nagel “emancipatory operations research” Mueller-Merbach – interdisciplinary teams OR is about integrating knowledge Inform, enlighten

20. Building Shared Vision Taking a new look at the process Get the answer Implementing the answer Building the organization

21. Simulation and the Learning Organization Questions??? robb@promodel.com