System Dynamics

Description: Introduction to systems thinking and System Dynamics modeling applied to strategy, organizational change, and policy design. Students use simulation models, management flight simulators, and case studies to develop conceptual and modeling skills for the design and management of high-performance organizations in a dynamic world. Case studies of successful applications of System Dynamics in growth strategy, management of technology, operations, supply chains, product development, and others. Principles for effective use of modeling in the real world. Meets with 15.8741 first half of term when offered concurrently. Expectations and evaluation criteria differ for students taking half-term graduate version; consult syllabus or instructor for specific details.

Professor(s) who recently taught this course:

• David Keith
• Hazhir Rahmandad
• John Sterman

Description: Continuation of 15.871, emphasizing tools and methods needed to apply systems thinking and simulation modeling successfully in complex real-world settings. Uses simulation models, management flight simulators, and case studies to deepen the conceptual and modeling skills introduced in 15.871. Through models and case studies of successful applications students learn how to use qualitative and quantitative data to formulate and test models, and how to work effectively with senior executives to implement change successfully. Prerequisite for further work in the field. Meets with 15.8741 second half of term when offered concurrently. Expectations and evaluation criteria differ for students taking half-term graduate version; consult syllabus or instructor for specific details.

Professor(s) who recently taught this course:

• David Keith
• Hazhir Rahmandad

Description: Doctoral level seminar in System Dynamics modeling, with a focus on social, economic and technical systems. Covers classic works in dynamic modeling from various disciplines and current research problems and papers. Participants critique the theories and models, often including replication, testing, and improvement of various models, and lead class discussion. Topics vary from year to year.

Professor(s) who recently taught this course:

• David Keith

Description: Introduces System Dynamics modeling for the analysis of business policy and strategy. Provides the skills to visualize an organization in terms of the structures and policies that create dynamics and regulate performance. Uses causal mapping, simulation models, case studies, and management flight simulators to help develop principles of policy design for successful management of complex strategies. Considers the use of systems thinking to promote effective organizational learning. Restricted to Executive MBA students. 

Professor(s) who recently taught this course:

• Nelson Repenning
• John Sterman

Description: Workshops focus on two models: the dynamics of service quality within a firm; and industry dynamics (particularly investment cycles and bubbles), including the energy and housing markets. Emphasis on formulation, analysis, use, and decision-making. Develops modeling skills. Restricted to Executive MBA students.

Professor(s) who recently taught this course:

• Robert Nachtrieb
• John Sterman

Description: Group study of current topics related to management not otherwise included in curriculum.

Professor(s) who recently taught this course:

• Harvey Michaels

Description: Investigates the different perspectives a general manager must take, how to integrate those perspectives, and the role of leadership in setting and realizing goals. Students work intensively in teams and with multiple faculty, using a deep dive into the challenges faced by a major global firm operating in complex global markets. Restricted to Executive MBA students.

Professor(s) who recently taught this course:

• Deborah Ancona
• Pierre Azoulay
• Pat Bentley
• Jake Cohen
• Vivek Farias
• Thomas Kochan
• Donald Lessard
• Nelson Repenning
• John Sterman

This program introduces participants to MIT's unique, powerful, and integrative system dynamics approach to assess problems that will not go away and to produce the results they want. Through exercises, simulation models, and MIT's "management flight simulators," participants experience the long-term side effects and impacts of decisions and understand the ways in which performance is tied to structures and policies. For more information, click here.

Professor(s) who recently taught this course:

• J. Bradley Morrison
• John Sterman

This course provides an intensive, hands-on introduction to system dynamics, a unique framework for understanding and managing complex businesses and organizations, developed at MIT by the very faculty teaching this program. Participants are introduced to a variety of tools, including mapping techniques, simulation models, and MIT’s “management flight simulators” to help them understand the sources of persistent problems and how business decisions may result in complicated cause-and-effect loops. For more information, click here.

Professor(s) who recently taught this course:

• David Miller
• Mark Paich
• Nelson Repenning
• John Sterman

The issue of sustainability is one that affects all people and businesses. MIT defines sustainability broadly—as the interdependent systems of economy, society, politics, the environment, and the individual. This innovative three-day program applies MIT frameworks of process improvement and system dynamics to the topic of sustainability in an effort to help participants return to their organizations with practical strategies for manifesting consensus and change—at both the micro and macro levels. For more information, click here.

Professor(s) who recently taught this course:

• Jason Jay
• Roberto Rigobon
• John Sterman
• Zeynep Ton

Today’s business models have generated unforeseen levels of economic growth and technological innovation, but they have also generated severe strains on our environment, social systems, and personal lives. We believe that finding long-term solutions to these tensions means fundamentally transforming the organizations, markets, and communities in which we live and work.

The MIT Sloan Sustainability Certificate provides students deep knowledge about sustainability and a top-notch understanding of management fundamentals, enabling our alumni to lead this transformation.

Voicing your values under pressure

The product development project you head up is behind schedule and over budget. Senior management is pressuring you to turn it around, fast. If you don’t get it back on track everyone on your team will suffer, and your career will stall. What do you do? Do you tell your team to speed up their work? There’s some risk in speeding up and working your team even harder than they already are, but you’ve seen other project managers do it all the time and it’s all worked out. So what do you do? Are there any ethical issues in your decision?

Very often we know what’s right, but, under the pressure of the situation, we have trouble standing up for our principles. In this workshop you’ll examine how you can give voice to your values and stand up for your principles. We’ll use the 2010 Deepwater Horizon explosion and oil spill as an example. The accident was the worst oil spill in US history, and eleven workers on the rig were killed. Did the decisions leading to the disaster involve any ethical choices, or was it just a bad break in an inherently risky business? What would you have done if you were on the rig prior to the accident? Managing the project? Running TransOcean (the rig owner) or BP (the customer)? If you saw something unsafe, would you speak out? If you did speak out, but were ignored, what could you, what would you, do?

Professor(s) who recently taught this course:

• John Sterman