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Modelling as learning: a consultancy methodology for enhancing learning in management teams

Lane, D. C. ORCID: (1992) Modelling as learning: a consultancy methodology for enhancing learning in management teams. European Journal of Operational Research, 59 (1). pp. 64-84. ISSN 0377-2217

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This article reviews the experiences of a practising business consultancy division. It discusses the reasons for the failure of the traditional, expert consultancy approach and states the requirements for a more suitable consultancy methodology. An approach called ‘Modelling as Learning’ is introduced, its three defining aspects being: client ownership of all analytical work performed, consultant acting as facilitator and sensitivity to soft issues within and surrounding a problem. The goal of such an approach is set as the acceleration of the client's learning about the business. The tools that are used within this methodological framework are discussed and some case studies of the methodology are presented. It is argued that a learning experience was necessary before arriving at the new methodology but that it is now a valuable and significant component of the division's work.

Item Type:Article
Divisions:No Reading authors. Back catalogue items
Henley Business School > Business Informatics, Systems and Accounting
ID Code:38187
Uncontrolled Keywords:management learning, strategic modelling, consultancy methodologies, system dynamics, decision theory

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