Consensus building in the planning process: Benefits from a “hard” modeling approach

Abstract

Abstract This article examines the role that building and using a system dynamics model plays in developing consensus within management teams facing key strategic decisions: A shared view emerges within the team as individual views of the company, its industry, and the socioeconomic climate are articulated and compared. Examples are given based on two actual consulting assignments in which differing views concerning the competitive environment and the general business outlook initially pointed to quite different strategies. The emergence of consensus was considered a major benefit in addition to the forecasts and quantitative evaluations the model provided. In its analysis and examples, this article emphasizes both the “hard” benefits of forecasts and an objective framework for quantitative evaluations and the “soft” benefits of building consensus within management teams.

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