Abstract: This paper examines the nature and effects of collaboration using a System Dynamics Model. The goal of the model was to place collaboration into a System Dynamics operational construct using stocks and flows in order to examine its workings. Using simple representations of two analysts attempting to learn from a dynamic document set, questions regarding collaboration, skill, learning and the effects of rapidity of change within the document set are examined. Findings indicate a knowledge-based rationale for collaboration during periods of increased operational tempo. However, there also appear to be knowledge-based reasons not to collaborate under certain conditions. The knowledge-based rationale is mirrored by the behavior of real social systems.