Abstract

Abstract for: Are We in the System Dynamics Community Really Going to be Able to Reach CEOs and Other Leaders?

Introduction At ISDC -2025, a Roundtable discussion presented the challenge of effectively reaching corporate CEOs. I very briefly expressed skepticism. In this presentation, I explain why and offer alternative pathways and suggestions for political as well as corporate leaders
Approach The presentation includes two non-linear graphics to support being skeptical about broadly and effectively reaching corporate CEOs with the value of System Dynamics. It extends the challenge to include leaders in all domains, including that of politics and government
Results The presentation includes two causal loop diagrams (CLDs), one with and one without leaders who understand systems and System Dynamics. The latter CLD adds creates balancing loops that avoid such archetypal behaviors as "Fixes that Fail" and "Shifting the Burden."
Discussion All around us, we see accelerating change, inadequate, late, and/or counterproductive responses resulting in further destructive and risky change. And, we see leaders who are flailing, who are making things worse, and whether consciously or not, are taking financial and/or political advantage of the resulting distress. The SD Society needs a conscious, hopefully model based, strategy to address the leadership challenge.

Introduction	At ISDC -2025, a Roundtable discussion presented the challenge of effectively reaching corporate CEOs. I very briefly expressed skepticism. In this presentation, I explain why and offer alternative pathways and suggestions for political as well as corporate leaders
Approach	The presentation includes two non-linear graphics to support being skeptical about broadly and effectively reaching corporate CEOs with the value of System Dynamics. It extends the challenge to include leaders in all domains, including that of politics and government
Results	The presentation includes two causal loop diagrams (CLDs), one with and one without leaders who understand systems and System Dynamics. The latter CLD adds creates balancing loops that avoid such archetypal behaviors as "Fixes that Fail" and "Shifting the Burden."
Discussion	All around us, we see accelerating change, inadequate, late, and/or counterproductive responses resulting in further destructive and risky change. And, we see leaders who are flailing, who are making things worse, and whether consciously or not, are taking financial and/or political advantage of the resulting distress. The SD Society needs a conscious, hopefully model based, strategy to address the leadership challenge.