System Dynamics modeling has proven an effective tool in eliciting the mental models of decision makers, thusly a fruitful dialog is induced among a variety of parties, such as actors in the public sector, or between them and their counterparts in the private sector. Such a dialogue is a prerequisite for building mutual understanding, confidence and trust among such parties and to establish a foundation for organizational learning. This is a key component of a planning process aiming at pursuing consistency between policy design and implementation, vertical and horizontal coordination, and sustainable development of both individual organizations and the areas where they are located. It is the purpose of this series to provide public sector, business and non-profit organizations with insightful perspectives to foster performance management and governance, according to a learning-oriented approach. By using systems approaches, decision-makers can be enabled to consistently manage performance at both organizational and inter-organizational level, to promptly detect and counteract early symptoms of crisis, to pursue balanced and sustainable outcomes.More specifically, the series aims to outline innovative systems approaches that enhance performance management and governance by bridging different disciplines. This is to pursue sustainable outcomes that may effectively counteract “wicked” social problems in a local area, which in turn impact on organizational performance.Such problems are characterized by dynamic complexity, involving multi-level, multi-actor and multi-sectoral challenges. Examples include: traffic congestion, societal aging, unemployment, youth disengagement, education, social cohesion, domestic violence, child abuse, crime, corruption, terrorism, poverty, migration flows of refugees, homelessness, climate change, healthcare, and natural disasters. Failing to consider the dynamic complexity of “wicked” problems, involving different policy makers and requiring robust methods that enhance collaborative governance and effective management, increases the risk of policy resistance and of counter-intuitive system behavior to which individual organizations often respond through emotional, isolated and static policies.
Refereeing Process for Systems Dynamics for Performance Management & Governance SeriesAll books in the Systems Dynamics for Performance Management series undergo a rigorous review process in order to be published. The following is an outline of the structure for book proposals, culminating with the final acceptance and publication of the book.1) One of the following possible scenarios usually begins a book proposal: a) Author/Editor contacts Series Editor with an idea for a book b) Series Editor contacts potential Author/Editor with an idea for a book c) Springer Publishing Editor receives a proposal from an Author/Editor that would fit in the series, and sends it to Series Editor for evaluation2) The Series Editor will evaluate/review the book proposal, and provide feedback to the Author/Editor.3) If the review of the book proposal is positive, the Series Editor will forward the book proposal to the Springer Publishing Editor, recommending that the book should be published within the series.4) The Springer Publishing Editor will prepare the proposal for an internal review within Springer. This review is approved by the Editorial Director and Executive Vice President. If needed, additional feedback may be provided to the Author/Editor during this review.5) The book proposal is formally approved by Springer for publication. A Publishing Agreement (contract) is sent to the Author/Editor by the Springer Publishing Editor, letting the Author/Editor know that their book proposal has been accepted for publication in the Series.6) The Publishing Agreement for the book proposal is signed. The Author/Editor will work on their manuscript. If needed, they can contact the Series Editor for guidance on the book material or the Springer Publishing Editor for guidance on the layout or structure of the manuscript.7) The manuscript is completed. The Series Editor is notified.8) The Series Editor sends the manuscript to two anonymous referees (mainly from the Series’ Scientific Committee).9) If any changes to the manuscript are suggested by the referees, the author will submit a new version of it to the Series Editor for evaluation.10) The Series Editor provides final approval of the manuscript and authorizes the author to send it to the Springer Publishing Editor.11) The manuscript is put into production and the book is published.