Engaging Younger Audiences in Climate Change Education
This webinar focused on engaging younger audiences in climate change education using the analogy of a bathtub. Linda Booth Sweeney, a systems educator, and author shared innovative ways to educate children about climate change and provided age-appropriate and impactful learning experiences.
We started with a poll that asked attendees about their concern over rising climate anxiety among youth, and where they would start when a young person asks why we have climate change. The poll results showed that most attendees were either extremely or somewhat concerned about rising climate anxiety among youth, and would start with emissions or our human impact on the environment when explaining why we have climate change.
Linda Booth Sweeney introduced the Think Like a Bathtub video created for the COP26 United Nations Climate Change Conference in Glasgow to explain the basics of climate change dynamics. Attendees also got to learn about an interactive, augmented reality Think Like a Batjtub app, designed as a hands-on educational tool to demonstrate understanding.
To further engage younger audiences, Linda Booth Sweeney shared experiential games from her book, The Climate Change Playbook. Attendees were also provided with climate bathtub-related resources and journal articles to further educate themselves and their students.
This webinar provided educators, parents, researchers, and concerned citizens with the tools and resources to engage younger audiences in climate change education. The analogy of a bathtub proved to be an effective way to help children understand the complexities of climate change and inspire action. With Linda Booth Sweeney’s expertise in systems education and her passion for writing children’s books, we can look forward to more innovative and impactful learning experiences in the future.
For a TLAB talk or webinar run for your group, contact Linda (linda@lindaboothsweeney.net).
Watch the recording below
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About the Speaker
Linda Booth Sweeney is a learning expert who specializes in complex systems. In her System Leadership Labs, Linda works to give leaders space to think differently, and to experiment with language, visuals, tools, and knowledge architecture that better mirrors the complexity they are navigating. Linda co-founded Toggle Labs, a metaverse education studio, in 2018 to offer people of all ages immersive, learn/do opportunities to work with complex systems and co-create healthier futures. She is co-author of The Systems Thinking Playbook, The Climate Change Playbook, and numerous other books and journal articles. Linda also has a passion for writing children’s books. Her next book, Apart Together, is a child’s first book of system thinking and will be published by Balzer & Bray in September 2023. For more on Linda’s work, see on systems visit lindaboothsweeney.net, and lindaboothsweeney.com for her work on children’s education.
Resources
1. THREE-MINUTE VIDEO: Youth-narrated Video. Explains fundamentals. Start here!
2. AUGMENTED REALITY APP (pilot): Fun, interactive AR app to engage students (ages 8 and up) in 1 of 4 key shapes of climate change — a bathtub. Students engage in thought experiments around our current rates of global warming pollution, then demonstrate their understanding with peers and adults. How to use the app video for educators here.
3. BOOK: The Climate Change Playbook.
4. EXPERIMENTAL GROUP GAME: A group game suitable for ages 8-88, and groups of up to 25. Download a free PDF of the Bathtub game instructions here
5. RESEARCH: See TLAB Pinterest page with related resources and journal articles
7. STAY IN THE LOOP: Sign up here to receive updates on TLAB and other Linda news.
8. SUPPORT: Interested in supporting this initiative? Please donate here.
CONTACTS
Dr. Linda Booth Sweeney
linda@lindaboothsweeney.net
togglelab.com (metaverse education)
lindaboothsweeney.net (systems thinking)
lindaboothsweeney.com (children’s books)
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The Role of Creativity in System Dynamics and Systems Thinking
A thought-provoking discussion led by internationally renowned expert Dennis Sherwood, as we explore the concept of creativity in System Dynamics and Systems Thinking. Delve into questions such as what precisely creativity is, how it differs from related concepts, and whether it’s just a natural attribute or a skill that can be learned, practiced, and enriched.
In this webinar, we gained a deeper understanding of the role of creativity in System Dynamics and systems thinking and learned about:
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- The potential impact of AI on human creativity
- Valuable insights into the role of creativity in your projects.
Watch the recording below
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About the Speaker
Dennis Sherwood has been running his own UK-based consultancy, The Silver Bullet Machine Manufacturing Company Limited, for the last 20 years, specializing in all aspects of organizational innovation and creativity, including applying systems thinking and System Dynamics modeling whenever the opportunity arises! Dennis first became aware of the systems perspective when a consulting partner at Deloitte, and had the great benefit of being a student of John Morecroft at London Business School. Subsequently, Dennis was an Executive Director at Goldman Sachs and Managing Director of the UK operations of SRI (Stanford Research Institute) Consulting. Dennis has written many journal articles and blogs, and is the author of 15 books, including Seeing the Forest for the Trees – A manager’s guide to applying systems thinking (Nicholas Brealey Publishing, 2002), Smart Things to Know about Innovation and Creativity (Capstone Publishing, 2001), How to be Creative – A practical guide for the Mathematical Sciences, co-authored with Professor Nicholas Higham FRS FREng (SIAM, 2022), Creativity for Scientists and Engineers (UK Institute of Physics, 2022) and Strategic Thinking Illustrated – Strategy made visual using systems thinking (Taylor and Francis/Routledge, 2022).
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Planning and Managing Performance Improvement Programs
See also a more extensive article based on this post, and watch the recording below on the topic.
Organizations of all sizes and types undertake programs of effort to improve their performance, whether it’s in the areas of health and safety, net-zero efforts, or digital transformation. But sustaining momentum for such efforts is tough, and many fail completely.
It turns out that such programs share a common structure, which can be used to assess how the program may progress, how benefits may grow over time, and the cost and effort of achieving them (figure 1).
Performance-improvement programs generally aim to eliminate or mitigate some problematic outcomes such as staff injuries, the loss of critical data, excessive energy use, and inefficient business processes. Those problematic outcomes are caused by previously unidentified problem drivers – hazards in business facilities, data vulnerabilities, inefficient or under-controlled energy-using assets, and inefficient business processes.
So the basic aim is to eliminate or mitigate those problem drivers. This essentially consists of two overlapping efforts [1] to find and quantify those problem drivers, then [2] to eliminate or mitigate those problem drivers that are found.
As benefits start to become apparent, two self-reinforcing mechanisms (R) kick in. First, the staff becomes engaged in its success and adds – often greatly – to the discovery of those unknown opportunities. This boosts leaders’ confidence, so financial savings from the program can be recycled to speed up the rate at which benefits are realized.
In due course, we run out of unknown opportunities to find, and the cost-benefit of remaining opportunities declines – two balancing mechanisms (B) that ultimately limit the benefits that can be gained.
Figure 1 – The overall structure of the system that underlies improvement programs.

Reviewing real-world cases revealed how the principles above actually work in practice. One example concerned a 2-year effort on energy-saving by a large ready-meals producer operating several facilities.
Management appointed an energy manager, who soon brought monthly reports to the executive team, itemizing savings opportunities and specifying their impact, cost, and implementation steps. Those opportunities brought further benefits, such as lower maintenance costs and production downtime. The visible benefits led to staff adopting energy-saving behavior and finding still more opportunities. In under 2 years, the program saved 40% of the organization’s energy use – with no significant capital investment. Future investment will drive down energy use still further.
The structure in figure 1 can be quantified and modeled, then used to manage the program over time (A demonstration model is available at sdl.re/EnergySaving1, and a simple guide for its software is at sdcourses.com/silico-guide).
Background
The figure 1 framework and the working models that prove its value emerged from work for the British Standards Institution (BSI). BSI publishes internationally-recognized “ISO” management standards on a very wide range of topics. BSI commissioned a series of “serious games” to show the key choices and impact of adopting Standards – explore the first few games here, all built on working models of figure 1. BSI also wanted a game to encourage small-to-medium enterprises (SMEs), to drive down greenhouse gas emissions. See The NetZero Challenge.
Figure 2 –The results screen of the NetZero Challenge game

Watch the recording below
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About the Speaker
Kim Warren is an experienced strategy professional, teacher, and publisher of online courses and teaching resources on business modeling – fast becoming a mainstream capability for executives, consultants, and business students. He was awarded the Jay Wright Forrester Award by the International System Dynamics Society in 2005 and was the Society’s President in 2013.
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How To Review for ISDC 2023
Reviews provide valuable feedback for authors, offering new perspectives and posing insightful questions to help them improve their work. They can inspire authors to think more deeply about their research, while also exposing reviewers to new ideas and honing their critical evaluation skills. Helpful reviews can also motivate newcomers to the field and foster a sense of belonging within the System Dynamics community. Through the use of reviews, the program committee is able to thoughtfully place work within the broader conference program, allowing for authors to engage with their peers and build a sense of community among those working on similar topics. Conference attendees can then benefit from attending more cohesive and engaging sessions, ultimately leading to a more productive and fulfilling conference experience.
Do you want to become a conference reviewer or improve your reviews? Here are ten tips to write a great review.
Ten Reviewing Tips
1. Don’t be intimidated by the review process. It’s a terrific experience that can help you develop your own critical evaluation skills and expand your knowledge of the field.
2. Start early and don’t rush through the work. Take your time to read and evaluate the paper thoroughly so you can provide constructive feedback to the author.
3. Remember that reviews are not about accepting or rejecting work; they’re about providing feedback and suggestions to help the author improve their work.
4. Be courteous and respectful in your review. Start with a positive comment, summarize the paper, and offer constructive criticism and suggestions for improvement. If you have a different view of the paper, explain your perspective in a respectful way and provide additional resources that might be helpful to the author.
5. If you find yourself struggling to understand a section of the work, don’t assume it’s your fault. Ask the author to clarify the section or explain it in simpler terms for a broader audience.
6. When evaluating the work, pay attention to the assumptions, feedback structure, and parameter values. If it’s not clear how structure relates to behavior, ask the author for more clarification.
7. If your strength lies in theory or practice rather than modeling, your unique perspective will be a great contribution to the author. Consider adding notes to the program chairs to let them know what your strengths are.
8. Make sure you’re familiar with what was asked of the authors in the submission instructions. This will help you evaluate the paper more effectively.
9. Avoid providing unhelpful feedback in your review. Don’t simply summarize the paper without offering any suggestions for improvement. Don’t attack or threaten the author, and don’t be rude or condescending. Systems thinking based papers should be treated as complete papers and not regarded as lesser work for lack of simulation. Slamming the door on the author is not productive; if the paper is not a good fit for the current conference, the author can improve for next year’s conference.
10. Can you volunteer to review a paper if you’ve submitted one of your own? Absolutely! You will not receive your own paper to review. Further, the review process is blind, so you won’t know any author’s identity.
For other conference review questions, contact the conference team.
Student-Organized-Colloquium (SOC) reviews are processed separately. To review for SOC, sign up here.
Watch the recording below
About the Speakers
Allyson Beall King, John Pastor Ansah and Saras Chung are ISDC 2023 Program Chairs.
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Discover how Systems Thinking can drive world-making innovations and support the evolution of traditional organizational structures and cultures in a rapidly changing business landscape. Navigate the impact of pandemics, environmental disasters, AI, and new technologies with a fresh perspective
Traditional organizational structures and cultures are challenged in today’s world where nothing about business is usual anymore. Pandemic outbreaks, human-made environmental disasters, as well as the growing importance of artificial intelligence and new technologies, are forcing a rethink about the “taken as granted” in management. How can Systems Thinking support the call for world-making innovations?
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About the Speaker
Michael von Kutzschenbach is inspired by the concept of sustainability as balancing corporate profits with environmental and social well-being. He believes that true sustainability can only be achieved through understanding different perspectives and working towards common goals. He aligns his daily actions with this approach, after studying Forest and Environmental Sciences, he received a Ph.D. researching informal networks, and currently works as a business mediator, lecturer, and project manager in various organizations in Germany, Norway, and Switzerland. His areas of research are the impacts of digitization on sustainable corporate management and sustainable entrepreneurship.
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How to Sell System Dynamics (Or Anything Else)
If it’s so good – why is System Dynamics so hard to sell?
The key to selling System Dynamics has nothing to do with what we’ve learned in grad school. Instead, the key is to clarify a fundamental confusion everyone seems to have. When you ask people what makes business development successful they’ll often respond “sales is about personality.” Instead, it should be, “sale is a process.”
Watch the webinar recording on this topic.

This guide is designed for startups, early-career contractors, or other practitioners slogging through the business development cycle of landing system dynamics contracts. Additionally, the concept and application of a sales pipeline is transferable to other applications of system dynamics: grad school or grant applications, employment pursuits, and even publication.
In this article, I cover the basics of a sales pipeline; the difference between sales as a personality vs. sales as a process; and how to use the sales pipeline with added tips and tricks.
What is a Sales Pipeline?
A major confusion that practitioners have about selling technical work is the belief that business development is personality versus a process. I thought that myself for years – that to be “good at sales” was like being good at math. You were either born with the skills or you weren’t.
Sales, however, is a process. The structure of selling as a system is depicted in this simplified aging chain.

The units of measure moving through the aging chain are “Opportunities” (Opps) which represent a potential sale. But opportunities only become a sale in the final outflow of the stock on the far right. Along the way, opportunities either advance along the pipeline to the next stage or get abandoned for various reasons. Structurally speaking both outflows can serve a purpose.
“Knowing which stage an opportunity is in is important, you can’t just take it for granted it will always begin at the left even though most will.”
You want good opportunities to move to the right along the aging chain and opportunities that aren’t ready to move out through the abandonment downwards. Note that all flows are bi-flows. Opportunities may move back and forth horizonally and sometimes abandoned deals re-enter the pipeline back in the same stage they were. I’ve provided a proposal on an opportunity that went cold and was abandoned because the circumstances weren’t right. Years later the buyer sent me an email with the proposal asking if it was still valid. Circumstances had changed. This is why knowing which stage an opportunity is in is important, you can’t just take it for granted it will always begin at the left even though most will.
Learning to see sales as a process through an aging chain provides immediate insights. At each stage, there’s a natural abandonment rate – regardless of personality or salesmanship. What this means is that selling as a process is a numbers game that operates as a process. The more you put in at the left and work the process through the stages, the more you’ll have come out the right.
If it helps, think of the aging chain as a series of ratios and drivers:

This is notional but it illustrates a few key aspects of the ratio and drivers. First, if the ratio is 30:1 from opportunities to engagement and you want to have at least one engagement – do you have 30 opportunities in your pipeline? If you want two engagements, do you have 60? If you’re on a paying engagement that is about to end and you haven’t filled your pipeline with 30 more potential opportunities, where’s your paycheck going to come from?
This “feast or famine” effect is particularly hard for small firms where both selling and delivering are done by the same person. This sales pipeline is also useful for fields other than private-sector business sales. The sales pipeline, ratio, and drivers also apply to non-business uses. Whether you’re pursuing employment, grants, or other opportunities you’ll move through some version of these stages.
“Everything we learned about first-order control, unit dimensionality, and truth & beauty in models only ever gets a chance to shine if first, we have exercised other skills”
The only stage where our technical knowledge of System Dynamics arises is during the proposal. Everything we learned about first-order control, unit dimensionality, and truth & beauty in models only ever gets a chance to shine if first, we have exercised other skills: qualifying and nurturing opportunities to get them to the point of being able to submit a proposal. The value prop of a proposal matters a lot too, but that’s a different blog post.
Stages of the Sales Pipeline – Sellers Perspective:
In this simplified seller’s perspective, the stages of the four stages of the pipeline are:
- Qualifying
- Nurturing
- Proposing
- Selection & Negotiation
Entire books can be written about any one of these – but to get started here are some simple definitions.
Qualifying: This stage is about evaluating opportunities to ensure they have the potential to reach the final stage. This means, at minimum, determining the potential buyer(s) have:
- A clear problem they need to solve.
- A budget with which to solve it.
- The authority to use that budget and grant a contract award.
- A timeline in which they want to start the work.
Nurturing: Nurturing consists of two things: first, identifying concerns, questions, or barriers a buyer might have and addressing them. This not only builds confidence in the buyer but gives you insights into the proposal. Second: keeping in regular positive contact. Be proactive on this. End every meeting with a review of what concerns, questions, or barriers you’re going to resolve next and confirm the timeline and schedule of decision-making. If a buyer hasn’t responded – politely nudge them on a regular basis. If you no longer think a buyer is serious – find out by asking “is now not the right time, and if not when might be?” You don’t want to spend time chasing deals that won’t happen.
Proposing: Congratulations! All that work has paid off and you finally get to put your best foot forward in providing a proposal. Proposals usually consist of both technical and financial elements. And if you’ve done a good job qualifying and nurturing the opportunity through the pipeline the proposal should almost write itself. How you will solve their problem, address any concerns that came up, and show how you’ll deliver the results they seek.
Selection & Negotiation: The work isn’t over when you hit send on the proposal! There may be clarifying questions, request for a demonstration, or additional details. Selection & Negotiation is a lot like nurturing – find out what the barriers to selection are and manage them while keeping positive regular contact with the buying team.
Tips for Selling as a Process with Pipeline Development
Numerous books and blogs give advice on how to work on pipeline development. But when you’re just beginning, there are three tips I’d suggest starting with based on my own experience over the years:
1. Don’t mistake the opportunity stage you’re in.

2. Don’t spend too much time on unqualified opportunities vs. developing qualified ones.

3. Managing the pipeline efficiently:
- Load new opportunities frequently.
- Disqualify opportunities that aren’t ready quickly
- Nurture qualified opportunities through development.

Resources for Sales Pipeline
Just as there are many books and website posts about the sales pipeline – lots of people will try and sell you fancy tools. You become an opportunity in their pipeline! But ask yourself – if you’re not already getting that notional 30 opportunities loaded that lead to one sale; do you really need a fancy tool? At Dialectic, for five years now we’ve managed our sales pipeline on a simple google sheet and we’ve attached a free copy available through Google Sheets.
Closing
Selling System Dynamics work – whether to a private business, government research, or finding a faculty posting – requires many elements. But one thing it doesn’t require is a sales personality. Understanding selling as a process and using a sales pipeline to manage that process helps immensely.
I’m always happy to network and exchange ideas – so if you need help on the sales pipeline or any aspect of developing System Dynamics as a business offering feel free to drop me a line at timc@dialecticsims.com or hit me up on Twitter @DialecticSims or @InfoMullet. Be sure to say hi and let me know if you appreciate this post or if there are other topics you’d like to hear about. And don’t forget to bookmark the System Dynamics Society Practitioners Blog!
Watch the recording below
Want to know more about How to Sell System Dynamics? Watch the recording below!
In this webinar, Timothy Clancy clarifies how selling System Dynamics is less about having a sales personality than it is about following a process known as a sales pipeline. This seminar is designed for startups, early-career contractors, or other practitioners slogging through the business development cycle of landing System Dynamics contracts. Additionally, the concept and application of a sales pipeline are transferable to other applications of System Dynamics: grad school or grant applications, employment pursuits, and even publication.
Whoops, this recording is available for members and ticket purchasers only. Please login to verify. If you’re not a member, purchase a membership here.
About the Author
Timothy Clancy (Tim) is the founder of Dialectic Simulations Consulting, LLC a firm focused on delivering systems thinking and simulation capabilities to public, private, and non-profit 500 clients. Tim’s career in consulting spans over 25 years, including 10 years at IBM, where he was deeply involved in both business development and delivery. Tim has a Ph.D. in System Dynamics from WPI.
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Q&A Session: From Problem Selection to Modeling and Career Development with Mohammad Jalali
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About the Speaker
Mohammad S. Jalali (MJ) is an Assistant Professor at Harvard Medical School and works on data science and simulation-based approaches to help policymakers develop effective policies. He works with decision-makers, does fieldwork, and collects data to inform his models and analyses. Since 2019, he has received over $5 million in grant funding and his work has been featured in several publications. He has also held several editorial positions and has received multiple awards for his work. Before joining Harvard, he was a research faculty at MIT Sloan and a consultant at the World Bank.
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How Food and System Dynamics Gave me A Career
A discussion of two System Dynamics projects that had some real impact and then reflect on how this happened, and what needs to be in place for us system dynamicists to have an impact.
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About the Speaker
Birgit Kopainsky is a systems thinker and modeler who studies the role of System Dynamics analysis and modeling in facilitating transformation processes in social-ecological systems. She aims to provide guidelines for understanding complex dynamic systems and making information on climate change, agriculture, and food security accessible and relevant for action. She works in Europe and sub-Saharan Africa and engages with a wide range of stakeholders to achieve breakthrough moments of understanding and promote change toward resilience and sustainability. She currently works as a full-time professor at the University of Bergen for the Master’s program in System Dynamics.
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Student Chapter and Student Organised Colloquium (SOC) bimonthly meeting
All Chapter Members are invited! Agenda Topics Include: 1) SOC activities update 2) Coordination of SC Fundraising activities with SDS 3) SC Senior Advisors Committee update 4) Any other business?
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Documenting the Modeling Process
Documenting the Modeling Process
Building a simulation model requires lots of information to be gathered. This information comes in many formats such as flip charts, pictures, emails, and spreadsheets. How should this information be stored so that it is easily recalled and shared for months or even years after being collected? The authors of the System Dynamics Review article “Documenting the modeling process with a standardized data structure described and implemented in DynamicVu” propose that adopting a standardized data structure is the first step. This presentation describes such a data structure and focuses on the many advantages of documenting the modeling process with such a structure, including a demonstration of an online database specifically designed for documenting the process of building a simulation model called DynamicVu.
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About the Speakers
Warren Farr is currently working with business owners and managers to increase productivity and to plan confidently. Warren combines simulation modeling with data transparency to create understanding. Intuitive access to data using insightful database design is often a part of the solution. To organize the information collected to inform and build simulation models, Warren developed DynamicVu, a secure web-enabled application. During his career, Warren spent 20 years as President/CEO of Refrigeration Sales Corporation, a midwest wholesaler of heating, ventilating, air conditioning, and refrigeration equipment, parts, and supplies. Through long-term planning, technology adoption, and process improvement, the business grew from $50M to over $120M without increasing the employee count. Prior to RSC, Warren held various product design, engineering, and sales positions in the growing computer networking industry of the 1980s and 1990s, including The MITRE Corporation in Boston. Warren obtained his Bachelor of Science degree as well as his MBA degree from Duke University. Warren obtained his Master of Science in System Dynamics from Worcester Polytechnic Institute. Warren’s career has been spent designing and operating complex systems: mechanical, electrical, and social. Since 2000, System Dynamics has provided him with a robust way of describing, understanding, and improving important systems. Warren is an active member of the International System Dynamics Society.
Samuell D. Allen is a Ph.D. Candidate at the Worcester Polytechnic Institute. In his dissertation research, he’s studying supply chain sustainability from a strategy and operations management theory development perspective. Samuell also studies complex health services and quality improvement situations. In these efforts, he specializes in the application of innovative methods for leveraging qualitative data and theoretical resources to develop and evaluate causal loop diagrams and simulation models.
Andrada Tomoaia-Cotisel is a Policy Researcher at the RAND Corporation and Professor of Policy Analysis at the Pardee RAND Graduate School. She teaches and mentors Ph.D. students in mixed-methods approaches to system dynamics modeling and systems thinking. She received her Ph.D. in Health Services Research & Policy from the London School of Hygiene and Tropical Medicine. She specializes in developing and applying formal methods bringing the strengths of qualitative and quantitative data to improve conceptualization and validation. Her current work explores dynamic complexity in health service delivery, implementation, and outcomes, as well as the influence of context and resulting variation.
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Upcoming Events
Student Chapter and Student Organised Colloquium (SOC) bimonthly meeting
All Chapter Members are invited! Agenda Topics Include: 1) SOC activities update 2) Coordination of SC Fundraising activities with SDS 3) SC Senior Advisors Committee update 4) Any other business?
Recent Business cases
Twinings Uses System Dynamics Games to Enhance HR Capability
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Achieving a Polio-Free World Through System Dynamics Simulation
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Join us
Data & Uncertainty in System Dynamics
Data & Uncertainty in System Dynamics
Jay Forrester cautioned that “fitting curves to past system data can be misleading”. Certainly, that can be true, if the model is deficient. But we can have our cake and eat it too: a good model that passes traditional System Dynamics quality checks and fits the data can yield unique insights. This talk discusses how data, calibration optimization, Kalman filtering, Markov Chain Monte Carlo, Bayesian inference, and sensitivity analysis work together. The emphasis is on practical implementation with a few examples from a real project, and pointers to resources.
Using all available information, from informal estimates to time series data, yields the best possible estimate of the state of a system and its uncertainty. That makes it possible to construct policies that are robust not just to a few indicator scenarios, but to a wide variety of plausible futures. Even if you don’t use the full suite of available tools, there’s much to be gained from a simple application of eyeball calibration, traditional reference modes as pseudo-data, and exploratory sensitivity analysis.
About the Speaker
Tom Fiddaman is the CTO of Ventana Systems and part of the development team for Vensim and Ventity. He created the Markov Chain Monte Carlo implementation in Vensim that facilitates Bayesian inference in System Dynamics models. He got his start in environmental models and simulation games, and worked on Fish Banks, updates to Limits to Growth, and early versions of C-ROADS and En-ROADS. Tom worked on data-intensive projects in a variety of settings, including consumer goods supply chains, mental health delivery systems, pharmaceutical marketing, state COVID-19 policy, and recently Chronic Wasting Disease in deer.
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Q&A
Answers by Tom Fiddaman
Before launching into the written items, I’ll mention Jim Hines’ opening question, which was something like,
Q: What are the consequences of “assuming the model is right” when it turns out to be untrue?”
I think it’s nearly certain that a policy model will be wrong to a significant extent (despite Not Models Are Wrong). I think the facile answer here is that no model available to us will be perfect, and “no model” is not an option, so the best we can do is try to improve the models we have – and data comparisons help (at some cost).
I think I failed to give the most important part of the answer. When the model is wrong, hopefully, the problem will reveal itself through the poor fit to data, really wide uncertainty interval results, and other diagnostics. However, data by itself may be a weak test. I think the problem of overparameterized models that can fit anything is vastly overblown when the model is dynamic and nonlinear, but it can certainly happen. This is why other tests – units, extreme conditions tests, conservation laws, etc. – are so important.
Q: How to deal with structural uncertainty? (The uncertainty of how the real world could be modeled by us?) Making 100 model variations would take a lot of time 😉
100 variations would definitely be a lot of work, but it would be really cool if we could automate the generation and selection of these variations. One option would be to specify the behavior of stock-flow chains at a more granular level (in terms of the entities within) and then automatically generate different aggregate descriptions in terms of coflows, aging chains, etc.
We can’t do that yet, but in the CWD project, we did explore a number of variations: infection chains with and without age and sex structure, and with and without spatial detail and diffusion across geographic boundaries. We tried several variations from the 2nd order to the 44th order for the SIR chain. To some extent, you can do this with subscription (or entities in Ventity) – for example, you can build the model with a “county” subscript populated by real detail, but collapse that to an aggregate “all” county for experiments, without rewriting the equations.
Another facet of this question is that reality always contains some structure that we don’t model. This could be systematic (a missing feedback loop) or random (weather effects on the deer population). Particle filtering, including the special case of Kalman filtering, at least partially addresses this by moving the model state toward the data as the simulation progresses.
Q: How did you build a structure in Ventity to assess the evolution and “burn-in” of the parameters with MCMC?
Ventity doesn’t yet do MCMC, but in Vensim there are at least four options. 1. Use the built-in PSRF diagnostic, which you can watch in the runtime error reports. 2. You can load the _MCMC_sample.tab or _MCMC_points.tab file generated as a dataset, and inspect the trajectories of the parameter values as well as the diagnostics. 3. You can load the same files in other software (Python/pandas, R, Excel, etc.) for inspection, visualization and diagnostics. 4. You can rerun the analysis with a different random number seed and compare samples.
We consider this an area of weakness, where the state of the art (e.g., in Stan) has advanced a lot, and expect to make substantial improvements in the coming year.
Q: How can we choose from different methods? Any criteria?
I think it’s hard to give a general answer to this – the answer depends a lot on the data, time available, existing tools you’re familiar with, and other nontechnical features.
Personally, I have a very definite preferred path:
- Build a model-data comparison control panel with some key parameters and experiment by hand.
- Start doing preliminary calibrations using loosely defined likelihoods and priors pretty early. At this point, just seek the maximum likelihood or posterior using Powell searches, in the interest of time and simplicity.
- As you learn about the model and the data, gradually transition to better likelihood and prior definitions and full exploration of the posterior with MCMC.
- Even if you don’t calibrate and use an MCMC sample to assess uncertainty, do multivariate sensitivity runs to see the distribution of outcomes from your proposed policies.
Q: “question of semantics on ‘forecasting’ the alternatives are more explicit but don’t they all involve looking into the future with a modeling approach which is forecasting by another name? Am I missing something here?
I think the short answer is “yes – it’s all forecasting” or perhaps better to say “prediction.”
Traditionally, forecasting implies that you’ll know the state of the system at some point in the future. If your goal is to predict the future and respond to it, that’s an open-loop strategy, with lots of pitfalls JWF warned against, rightly.
I think we’re seeking prediction more broadly. Even if we can’t know the future state of the system, we can make contingent predictions about the response of the state to our policies. Ideally, we’d like to formulate closed-loop decision rules that perform well under a variety of possible futures, i.e. they improve the system state, regardless of what it is.
Q: Were there any initiatives to create rapid tests and protocols for infected deer? i.e. decrease prions in the field
Rapid tests would be a big improvement. One problem hunters face, for example, is that by the time test results arrive (a week or two currently), they’ve already invested the trouble and expense of moving and processing the deer. This also means prions have moved, and possibly been consumed. We didn’t test this option in the Phase 1 model, but it’s on the list for the next iteration.
An ideal test would let you spot infected deer on the landscape while they’re still alive, but this is probably a long way off.
Q: Regarding the Bayesian approach: Which distributions should be chosen (as a starting point) for discrete and continuous variables?
There are lots of situation-specific options, so it’s hard to give a general answer here. Probably referring to BDA is the best option (http://www.stat.columbia.edu/~gelman/book/ ).
By far the most common things I use are:
- Normal, i.e. -((param-belief)/belief SD)^2/2 for location parameters that can take mixed pos/neg values, or just for convenience
- LogNormal, i.e. -LN(param/belief)/belief SD for scale parameters like time constants or fractional rates of change
- -LN(param) for an improper noninformative prior for scale parameters (a bit lazy usually)
- Beta for fractions between 0 and 1. The PERT distribution might be an attractive alternative.
You can also use a lookup table to simply draw a distribution.
Q: If we use Mean Absolute Percentage Error (MAPE) as model evaluation/validation in comparing the System Dynamics Model output parameter with the historic data, in what % maximum of MAPE the model is good or valid? are 5% good as a limitation?
I think this can’t be answered in general, because the MAPE depends in part on how much measurement error is embedded in the data. If you predict the next roll of a fair six-sided die as 3.5, means your % error is at best 14% and on average something like 40%. That sounds terrible, but you can’t improve on it without cheating.
It’s possible to estimate the scale of the errors in the data, either a priori or as part of the calibration process. In that case, the uncertainty in your parameter and outcome estimates would reflect the quality of the data.
Generally, I would hesitate to rely on the goodness of fit metrics as the final word on model validity. There might be good reasons for the lack of fit to some features (for example, inessential features that you didn’t model) and it might also be possible for a bad model to nevertheless fit the data reasonably well. Still, it’s certainly a reasonable thing to pay attention to.
Even though there isn’t a general rule, I do use something like a rule of thumb in preliminary calibration work. If I don’t know the scale of errors in the data, I just assume it has a standard deviation of 10%. It can’t be 0%, because nothing is perfect. It probably isn’t 50%, because then no one would bother collecting it. Using 10% as a guess is often good enough for getting started.
Q: How did you stratify the SEQUENCE of actions? e.g. some upstream, preventive measures may have a significant impact on downstream outcomes.
For simplicity, most of the policy packages we simulated for stakeholders were “ballistic” in the sense that they don’t respond to changes. This was partly constrained by the 5-year horizon remaining in the current plan, which is fairly short compared to the disease evolution (we did run out to 2040 though).
There’s one important exception. Among the three representative geographies we simulated, one is a newly infected area, where the disease is present but not yet detected. For that situation, we explicitly model the testing process, tracking the composition and prevalence of harvested deer, and sampling them with random Binomial draws. This makes the discovery of the disease stochastic and dependent on the level of surveillance in the area. Other policies – baiting and feeding bans, accelerated harvest, etc. – only commence with discovery. This makes the effectiveness of surveillance dependent on the subsequent response, and the effectiveness of the response package contingent on the adequacy of surveillance, plus some luck.
There’s also some feedback from perceived disease prevalence to hunter participation in or compliance with control efforts. This isn’t strictly sequencing, but it does affect the future effectiveness of policies.
What role do predators play in the spread or containment of the CVD and how would this be reflected in the model structure?
This was certainly mentioned, but we didn’t model it explicitly. We do have a proxy, which is the ability to selectively harvest infected animals. There’s some reason to think that predators, and also to some extent hunters and sharpshooters, can do this. It’s extremely effective.
I think the basic challenge is that predator management is not a matter of reason, but rather a quasi-religious debate that’s almost untouchable for resource agencies.
Q: Is there any way we can import the algorithm in Vensim or Ventity?
I’m not sure what it would mean to import the algorithm, but there are some other options for doing this kind of work.
Q: Would the Kalman filtering approach just mentioned potentially run the risk of being misleading if the data referenced are lagged, or distorted in some way?
Certainly, this is always a possibility, and not only for the Kalman filter. Any calibration process that moves the model towards the data is subject to problems with the data. Lags are straightforward – you can model the lag explicitly so the model-data comparison is apples to apples. But often distortions will be unknown to the modeler. However, they’re likely to reveal themselves in poor fit or other distortions to model behavior, and bad uncertainty intervals on the parameter estimate. You can examine the residuals to find and reject data points that are particularly problematic, but of course, this requires a little care because it could be the model that is wrong.
Q: The time lags associated with data collection would, I think, create some distortions that would perhaps need to be accounted for or addressed
This is definitely the case. Reporting of deaths from COVID is a good example – they take weeks to months to trickle into the official statistics. So, you might model this with a stock-flow structure that lags the unobservable instantaneous death flow. Using something like a third-order delay is often a reasonable starting point.
CWD is a bit unusual, in that almost all the testing data arrives in one big annual pulse, during hunting season. This of course corresponds with a big spike in deer mortality. Ideally, the model would capture this, along with the spike in births in the spring. However, we currently gloss over these discrete time events and model things continuously.
Q: How did you generate permutations for the 80 action packages?
The stakeholder participants developed the action list, and the state implementation team did the final assembly into packages. Then we developed a spreadsheet that translated the qualitative descriptions of the action packages into model parameters.
The explosion into 80 packages wasn’t ideal – it arose from the curse of dimensionality: 3 geographies x 5 actions x 2 agents, plus some combinations. I think a purely model-driven process would have led to fewer.
Characterizing a large number of policies was a pain, but it did lead to some good discussions: What does “do nothing” really mean? What are the resource tradeoffs involved in implementing the same policy in regions with different characteristics?
Once we had the parameters describing the policies, it was pretty easy to automate running them all, using VenPy with the Vensim DLL (see the last question).
Q: Is there any data collection of SARS-CoV-2 (all subtypes) seropositivity in the white-tailed deer populations that you are testing for CWD positivity? Do you have any reason to be suspicious of possible co-seropositivity for both covid and CWD in the deer?
This didn’t come up, but there are certainly reasons to think that CWD-compromised deer would be more susceptible to other diseases.
Q: If you are modeling just one mode of behavior, instead of all of them, can these methods still be used? (E.g. modeling a cycle of a certain period where the real data has cycles of other periods as well as perhaps exponential adjustment type modes, etch). Do you filter the data in some way?
I can think of cases where it might be possible to aggregate or filter some dynamics out of the data. For COVID, for example, a lot of states didn’t test on weekends or at least didn’t report on weekends, so there were big gaps on Sat/Sun and a spike on Mon or Tue. If you aggregate to weekly reporting, that noise goes away, at the expense of introducing half a week of lag on average. For a lot of purposes that would be fine.
Generally, though my preference would be to introduce the unwanted or unmodeled features to the model as parameterized exogenous inputs. That way the model matches the raw data, and it’s easier to attribute what’s going on explicitly to the exogenous and endogenous features of the model.
Q: It would be good to get some videos or briefings about automating the modeling/simulation/policy analysis process with scripts. This is highly interesting but came short at the ISDC.
I’ll put this on my to-do list. There are some examples in the VenPy repository, like the SDM Consequence Model. Some images are here.
Recent Posts
The Role of Creativity in System Dynamics and Systems Thinking
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Celebrating Women’s International Day
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Planning and Managing Performance Improvement Programs See also a more extensive article based on this post, and watch the recording below on the topic. Organizations of all sizes and types undertake programs of effort to improve their performance, whether it’s...
Upcoming Events
Student Chapter and Student Organised Colloquium (SOC) bimonthly meeting
All Chapter Members are invited! Agenda Topics Include: 1) SOC activities update 2) Coordination of SC Fundraising activities with SDS 3) SC Senior Advisors Committee update 4) Any other business?
Recent Business cases
Twinings Uses System Dynamics Games to Enhance HR Capability
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