Transformative Modeling

Abstract

Coherent responses to wicked problems such as climate change require a new way of doing science and tools to give insight into the transformation of large-scale socio-technical systems. Simulation models support transformative processes by offering a simplified version of reality and a boundary object that unites stakeholders around a simplified representation of reality. The challenge is how to structure the transdisciplinary process of involving stakeholders in simulation modeling and distinguish between a proliferation of approaches within the fragmented field of modelling with stakeholders.
This thesis designs a conceptual framework for a transformative modelling process with stakeholders based on a literature review of existing approaches and twenty-three interviews with modelers. Transformation is conceptualized as a rigorous process in which a system is shifted onto alternative development pathway in light of evolving conceptual frameworks, such as seeing the world as an interconnected system. Approaches to modeling with stakeholders are transformative if the main interest is in stakeholder empowerment, giving the stakeholder control over goal setting and model use. Amongst the fragmented approaches, four distinct forms of transformative modelling can be identified: Group Model Building, Companion Modeling, Challenge-and-Reconstruct Learning, and generic environmental modeling.
The categorization of existing approaches and their essential differences allows for the systematic development and comparison of transformative approaches over time. The development of the approaches occurs within an ideal-typical framework made up of iterative cycles of roughly three phases. First the modeling effort should be frontloaded with framing efforts to become critically aware of practices influences thought, but build a core team or nucleus of friends that see an urgency to collaborate with others on common problems. Elements of ongoing meaningful conversations that engage a growing number of stakeholders in model building should be documented to identify sustainable sources of stakeholder motivation and leads to joint action to address wicked problems. In the second phase, the team is accompanied by experienced model builders and facilitators to build models to support the collective process. Finally, the team translates their conceptual framework into reality by taking concrete action. As transformative modeling matures, developers should collaborate through systematic learning in cycles of planning, action, and reflection across approaches and disciplines to continually improve their practice.