System dynamics practitioners see considerably greater scope for the adoption of their method in many fields than has been achieved to date, and regularly debate how faster adoption might be achieved. Successful interventions seem to depend on recognising the frames-of-mind already shared by the target audience and building on those, rather than portraying system dynamics solutions as fundamentally different – and by implication ‘better’. These considerations certainly apply in the management field, where system dynamics continues to struggle for recognition amongst academics, consultants and executives alike. Yet strong connections can be made to some of the theoretical foundations in management subjects, to the analytical methods commonly deployed, and to standard problem-solving procedures. Making these connections explicit might allow system dynamics practitioners to ‘start from the same place’ when engaging with business academics and practitioners, and thus raise the method’s profile and adoption.