TOWARDS EVALUATION OF SYSTEMS THINKING INTERVENTIONS - A CASE-STUDY

The use of system dynamics and systems thinking in organizations is in creasing dramatically. However, little is known about the efficacy of these interventions in enhancing organizational effectiveness or produ ctivity. With few exceptions, the relationship between the use of syst ems thinking and organizational performance remains the province of an ecdote rather than rigorous follow-up research. Evaluation helps ident ify the tools and techniques that can be used successfully, the situat ions in which they work, and their limitations. This article reports a follow-up evaluation of a well known systems thinking intervention de signed to improve quality and performance in the claims adjusting unit of a U.S. insurance firm. Through a questionnaire, interviews, and ex tensive review of company records, it has been established that the in tervention succeeded in changing the mental models and behavior of key managers. New policies consistent with model recommendations were imp lemented. Evidence of performance improvement is mixed, however. A num ber of confounding variables limit the possibility of assessing the bu siness impact of the intervention. These limitations could have been l essened if the original intervention had been designed with rigious ev aluations as a goal. (C) 1997 by John Wiley & Sons, Ltd. Syst. Dyn. Re v. 13, 171-186, 1997.