TY - JOUR
AU1 - Farbey, B. A.
AB - Operational Research Quarterly Vol. 17 No. 2 Although understandable, there is perhaps a slight tendency to over-sell the business game as a teaching method, at least at its present stage of development, although the final article by F. Landmann goes some way towards providing a balanced perspective. The lack of rea lism shown by over-simplified models and highly contracted time scales can mislead the more inexperienced or naive management student. As Forrester puts it, "The most conspicuous warping of reality in game design is in the direction of shortening the pertinent time constants of the system", and he goes further in saying that " Most managers think they can get systems responses much faster than in fact can be accomplished". Since also "game designers are not ordinarily great managers" - an ultra-Shavian comment- Forrester concludes that the business game can become "a vehicle for perpetuating the past cliches about what constitutes good management". Possibly Forrester, in his advocacy of Industrial D ynamics, may be a little harsh on business games, but his comment that "management games perpetuate the black-box nature of the business world" is a nice point for the cyberneticians. An interesting area, which could develop valuably, is 
TI - Structural Models: An Introduction to the Theory of Directed Graphs
JF - Journal of the Operational Research Society
DO - 10.1057/jors.1966.32
DA - 1966-06-01
UR - https://www.deepdyve.com/lp/taylor-francis/structural-models-an-introduction-to-the-theory-of-directed-graphs-0uTEjE5QbP
SP - 202
EP - 203
VL - 17
IS - 2
DP - DeepDyve
ER -