Reflecting on factors influencing long-lasting organisational effects of Group Model Building interventions

Abstract

We reflect on how system dynamics interventions, and GMB in particular, could support organisational change by looking at the long-lasting organisational effects of boundary objects created in GMB interventions. In this regard, Black (2013) offered us a useful framework to reflect about why the objects we use and the processes that we follow are not always effective in developing shared understandings and “actionable,” practical guidelines. We built on this work by deliberating about how we can manage boundary objects produced during the GMB process.