O'Reilly logo

Strategic Modelling and Business Dynamics: A feedback systems approach, + Website, 2nd Edition by John D. W. Morecroft

Stay ahead with the world's most comprehensive technology and business learning platform.

With Safari, you learn the way you learn best. Get unlimited access to videos, live online training, learning paths, books, tutorials, and more.

Start Free Trial

No credit card required

CHAPTER 10 Model Validity, Mental Models and Learning

In an episode of a popular television programme called Changing Places a computer gaming enthusiast, who had clocked up thousands of simulated hours on a PlayStation driving imaginary high performance cars, was invited to drive a real racing car around Silverstone (a major race circuit in England, home of the British Grand Prix and the birthplace of Formula 1). The experience was sobering. He spun off. Even when he stayed on the track he failed to achieve competitive lap times.

This story is quite revealing about the purpose, limitations and use of models and simulators. A common view is that models are representations of reality intended to be useful to someone charged with managing and participating in that reality.1 In this case reality has a well-defined meaning (the real racing car on the track at Silverstone) and it is clear that the computer model falls short of reality in some important ways. The natural temptation for the model user is to demand ...

With Safari, you learn the way you learn best. Get unlimited access to videos, live online training, learning paths, books, interactive tutorials, and more.

Start Free Trial

No credit card required