Course Descriptions
SS 590. Special Topics in Social Science and Policy Studies
(credits: 1-4)
Individual or group studies on any topic relating to social science and policy studies selected by the student and approved by the faculty member who supervises the work. Prerequisites: permission of the instructor.See the supplement section of the on-line catalog for descriptions of courses to be offered in this academic year.
SD 554. Real World System Dynamics
In this course students tackle real-world issues working with real managers on their most pressing concerns. Many students choose to work on issues in their own organizations. Other students have select from a number of proposals put forward by managers from a variety of companies seeking a system dynamics approach to important issues. Students experience the joys (and frustrations) of helping people figure out how to better manage their organizations via system dynamics. Accordingly the course covers two important areas: consulting (i.e. helping managers) and the system dynamics standard method - a sequence of steps leading from a fuzzy “issue area” through increasing clarity and ultimately to solution recommendations. The course provides clear project pacing and lots of support from the instructors and fellow students. It is recommend that students take SD 552 Real World System Dynamics toward the end of their system dynamics coursework as it provides a natural transition from coursework to system dynamics practice. Prerequisites: SD 550 System Dynamics Foundation: Managing Complexity and SD 551 Modeling and Experimental Analysis of Complex Problems
SD 553. Model Analysis and Evaluation Techniques
This course focuses on analysis of models rather than conceptualization and model development. It provides techniques for exercising models, improving their quality and gaining added insights into what models have to say about a problem. Five major topics are covered: use of subscripts, achieving and testing for robustness, use of numerical data, sensitivity analysis, and optimization/calibration of models. The subscripts discussion provides techniques for dealing with detail complexity by changing model equations but not adding additional feedback structure. Robust models are achieved by using good individual equation formulations and making sure that they work together well though automated behavioral experiments. Data, especially time series data, are fundamental to finding and fixing shortcomings in model formulations. Sensitivity simulations expose the full range of behavior that a model can exhibit. Finally, the biggest section, dealing with optimization and calibration of models develops techniques for both testing models against data and developing policies to achieve specified goals. Though a number of statistical issues are touched upon during the course, only a basic knowledge of statistics and statistical hypothesis testing is required. Prerequisites: SD 550 System Dynamics Foundation: Managing Complexity and SD 551 Modeling and Experimental Analysis of Complex Problems, or permission of the instructor
SD 555. Psychological Foundations of System Dynamics Modeling
This course examines the cognitive and social processes underlying the theory and practice of system dynamics. The errors and biases in dynamic decision making that provide the primary rationale for the use of system dynamics modeling will be traced to their root causes in cognitive limitations on perception, attention, and memory. Group processes that influence the outcome of modeler-client interactions and appropriate psychological techniques for eliciting and using mental data to support model building will also be addressed. Additional topics will include the reliability of alternate data sources for modeling, techniques for quantifying soft variables, design issues in group model building, the relative advantages of qualitative and quantitative modeling, and client attitudes toward modeling.
Prerequisite: SS550 System Dynamics Foundation: Managing Complexity or permission of the instructor
SD 550. System Dynamics Foundation: Managing Complexity
Why do some businesses grow while others stagnate or decline? What causes oscillation and amplification - the so called "bullwhip" -- in supply chains? Why do large scale projects so commonly over overrun their budgets and schedules? This course explores the counter-intuitive dynamics of complex organizations and how managers can make the difference between success and failure. Students learn how even small changes in organizational structure can produce dramatic changes in organizational behavior. Real cases and computer simulation modeling combine for an in-depth examination of the feedback concept in complex systems. Topics include: supply chain dynamics, project dynamics, commodity cycles, new product diffusion, and business growth and decline. The emphasis throughout is on the unifying concepts of system dynamics.
SD 551. Modeling and Experimental Analysis of Complex Problems
This course deals with the hands on detail related to analysis of complex problems and design of policy for change through building models and experimenting with them. Topics covered include: slicing complex problems and constructing reference modes; going from a dynamic hypothesis to a formal model and organization of complex models; specification of parameters and graphical functions; experimentations for model understanding, confidence building, policy design and policy implementation. Modeling examples will draw largely from public policy agendas. Prerequisites: SD 550 System Dynamics Foundation: Managing Complexity
SD 552. System Dynamics for Insight
The objective of this course is to help students appreciate and master system dynamics' unique way of using of computer simulation models. The course provides tools and approaches for building and learning from models. The course covers the use of molecules of system dynamics structure to increase model building speed and reliability. In addition, the course covers recently developed eigenvalue- based techniques for analyzing models as well as more traditional approaches. Prerequisites: SD 550 System Dynamics Foundation: Managing Complexity and SD 551 Modeling and Experimental Analysis of Complex Problems
SD 560. Strategy Dynamics
This course provides a rigorous set of frameworks for designing a practical path to improve performance, both in business and non-commercial organisations. The method builds on existing strategy concepts, but moves substantially beyond them, by using the system dynamics method to understand and direct performance through time. Topics covered include: strategy, performance and resources; resources and accumulation; the 'Strategic Architecture'; resource development; rivalry and the dynamics of competition; strategy, policy and information feedback; resource attributes; intangible resources; strategy, capabilities and organization; industry dynamics and scenarios. Case studies and models are assigned to students for analysis. Prerequisite: SD 550 System Dynamics Foundation: Managing Complexity or permission of the instructor.
SD 561. Environmental Dynamics
Environmental Dynamics introduces the system dynamics students to the application in environmental systems. The course materials include the book Modeling the Environment, a supporting website, lectures and the corresponding power point files. Students learn system dynamics with examples implemented with the Stella software. The course includes a variety of small models and case applications to watershed management, salmon restoration, and incentives for electric vehicles to reduce urban air pollution The students conclude the course with a class project to improve one of the models from the text. The improvements may be implemented with either the Stella or the Vensim software. Prerequisite: SD 550 System Dynamics Foundation: Managing Complexity.
SD 562. Project Dynamics
This course will introduce students to the fundamental dynamics that drive project performance, including the rework cycle, feedback effects, and inter-phase "knock-on" effects. Topics covered include dynamic project problems and their causes: the rework cycle and feedback effects, knock-on effects between project phases; modeling the dynamics: feedback effects, schedule pressure and staffing, schedule changes, inter-phase dependencies and precedence; strategic project management: project planning, project preparation, risk management, project adaptation and execution cross project learning; multi-project issues. A simple project model will be created, and used in assignments to illustrate the principles of "strategic project management." Case examples of different applications will be discussed. Prerequisite: SD 550 System Dynamics Foundation: Managing Complexity.
SD 565. Macroeconomic Dynamics
There are three parts to this course. The first acquaints a student with dynamic macroeconomic data and the stylized facts seen in most macroeconomic systems. Characteristics of the data related to economic growth, economic cycles, and the interactions between economic growth and economic cycles that are seen as particularly important when viewed through the lens of system dynamics will be emphasized. The second acquaints a student with the basics of macroeconomic growth and business cycle theory. This is accomplished by presenting well-known models of economic growth and instability, from both the orthodox and heterodox perspectives, via system dynamics. The third part attempts to enhance a student's ability to build and critique dynamic macroeconomic models by addressing such topics as the translation of difference and differential equation models into their equivalent system dynamics representation, fitting system dynamics models to macroeconomic data, and evaluating (formally and informally) a model's validity for the purpose of theory selection. Prerequisites: SD 550 System Dynamics Foundation: Managing Complexity.