Implementation of spatial group model
building sessions
Training course on Systems Thinking and Spatial Group Model Building
Materials prepared and prepared by Karl M. Rich (with contributions from Jared Berends, Greg Cooper, Chisoni Mumba,
Magda Rich, Helene Lie, Kanar Dizyee, and Sirak Bahta)
Foresight Modeling & Policy Team, Policies, Institutions, and Livelihoods
International Livestock Research Institute (ILRI)
Version May 2020 (draft)
Better lives through livestock
O
K
A
PiS

2
Outline
Planning
Scripts and SGMB process
Participatory GIS (Layerstack)
Problem elicitation, causes, & consequences
Module and model building
Note: Traditional vs. online facilitation to be discussed throughout

3
Planning
Key elements:
• Who to invite
• Reference groups
• Agendas
• Workshop roles (offline and online)
• Room organization (offline and online)
• Workbooks
• Materials

4
Who to invite
A mix of stakeholders, based on roles in the value chain,
gender balance, power dynamics, and knowledge of the
system
Commitment to process and participation in all sessions
(typically four or five); internet connectivity for online
participants
10-15 people: an ideal size for Layerstack
Caution needed for overly influential stakeholders (especially
government): can limit participation of others
Role of convening partners (NGOs) to facilitate identification
Picture credit: K.M. Rich 2019 (Palaw, Myanmar)

5
Reference groups
Parallel process of GMB sessions
Comprised of technical/research experts that follow the
process, are informed of session outcomes, and provide an
impartial lens to the GMB process
Smaller size than GMB group (6-8 people); can be consulted
in-person (one-on-one or in groups) or virtually
They can be involved in adding/fine-tuning model structure
and helping with triangulation and validation of initial results.
Also a good place to “park” overly dominating stakeholders in
GMB sessions!
Picture credit: K.M. Rich 2019 (Myeik, Myanmar)

6
Agendas
A crucial but under-appreciated part of GMB sessions.
Sessions are meticulously prepared so that specific, time-bound tasks are
achieved.
Traditional offline sessions are typically three to four hours.
It is better to schedule fewer tasks than too many within a given session
For online sessions – max. two hours/session. Better to have more,
smaller sessions
Agendas include detailed, annotated plans for the facilitation team and
public agendas for stakeholders
There should also be a general plan of action for the suite of GMB
sessions
Picture credit: K.M. Rich 2019 (Myeik, Myanmar)

7
Source: (left) Lie et al 2017; (right) Berends 2019, SGMB session in Myeik, Myanmar
Length
(min)
Public Agenda Team Agenda
PRE-WORKSHOP
Arrival and registration - Prepare room: walls free from distraction, water and snacks on desks,
books and pens on desks, desks in C shape, and Layerstack ready
- Register participants and handout name tags
WORKSHOP
10 1. Formal welcome and
overview of the day
- General welcome, recap on previous workshop and share agenda for this
workshop
15 2. Present basic SD model - Introduce simple production and system pricing and marketing modules in
Stella Architect
- Demonstrate how SD models can produce graphs which resemble
reference node behaviour and how these are altered with changes to model
variables
- Explain the next step to building a functional SD model of the VC is to
develop CLDs of the modules using SD structure
95 3. Development of CLD for
modules
- Divide participants into small groups in order to develop CLDs for
remaining modules on large paper sheets
- CLDs to use SD concepts, such as stocks, flows, and converters using
stocks. CLDs to include polarity of relationships and when consensus
parameters
- Each group presents CLD to plenary
- Presenter facilitates discussion and updates CLDs, using post it notes to
record structural changes and markers for changes to causal relationships
and polarity
LUNCH
60 4. Review CLD for all
modules and add data
- Facilitator presents each CLD to plenary and highlights key structure and
relationships
- Discussions in plenary to agree on key variables, including basic behaviour
and parameters for graphical functions
10 8. Wrap-up - Summarise workshop and thank participants
- Remind participants of the next workshop
Planned length: 10.00 to 13.40 (30 mins for lunch)
Actual length: 10.10 to 14.20 (Myeik) 10.00 to 14.00 (Palaw)

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Workshop roles (offline)
GMB sessions are team-oriented, requiring the integrated
contributions of a facilitation team.
What activities need to be played by the facilitation team?
From Lie et al. (2017):
• Lead facilitator
• Gatekeeper (liaison between team and participants)
• Process coach (keeps track of group dynamics)
• Board-writer (NOT the lead facilitator!)
• Note-taker (NOT the lead facilitator!)
• Modeling expert (programming in real-time)
• Observers also useful (Hovmand 2014)
Some but not all roles can be combined. Picture credit: K.M. Rich 2019 (Jessore, Bangladesh)

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Workshop roles (online)
For purely online SGMB sessions, the dynamics are a little
different
The lead facilitator should continue to only facilitate, while
other team members should be in charge in the use of online
applications as relevant
The modeling expert should focus on interpreting discussions
and putting them online in real time, while a dedicated board-
writer should handle brainstorming/clustering activities.
One note-taker should keep detailed transcripts of sessions,
while another should monitor online discussions through chat.
Prior to the session (as part of the invitation process), all
participants should have access to the Microsoft Teams
channel and accounts/links on Vecta and InsightMaker.
Picture credit: K By Free Clip Art - Own work, CC BY-SA 4.0,
https://commons.wikimedia.org/w/index.php?curid=73531702

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A possible hybrid online approach
Sources: see reference slide
1 m
1 m

11
Room planning (offline)
Underrated but important
Ensure all tools needed for facilitation
and discussion are in place
• LayerStack, whiteboard,
flipcharts, colored paper,
meals/water, logistics, power
As possible, get people away from their
phones!!
Some discussion in the literature on the
organization of the room itself (Hovmand
2014). Our experience with LayerStack is
that it works best in the middle of the
room with people around it.
Space for group work is useful
Picture credit: K.M. Rich 2019 (Myeik, Myanmar)
Picture credit: K.M. Rich 2019 (Jessore, Bangladesh)

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Materials Offline/traditional SGMB:
• Whiteboard (two ideally) + markers
• Layerstack kit (includes markers, blue-tak, colored paper, stickers)
• Base maps (x3, laminated). A single large map can be printed in A2
(ideally) or two smaller maps at different resolution in A3 can be
used (for Layerstack). Extra maps to be printed and hung in the
room.
• Extra pens, paper, post-its
• Flipchart paper
• Notepads
• Name tags (color coded by VC role)
• Projector (for online/blended sessions too)
• Water & catering (snacks, coffee, lunch)
• Workbooks (if used)
Online:
• Internet connectivity
• Access to programs used (free accounts, links)
• Digital picture of base map uploaded to Vecta
• Individual snacks & drinks (Pringles, Red Bull)
Source:
https://commons.wikimedia.org/wiki/File:1738Foods_goods_in_Bulacan_1
7.jpg#/media/File:1738Foods_goods_in_Bulacan_17.jpg, CC0

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Room planning (online)
• Microsoft Teams: main platform for verbal communication
and visualization of web pages in one place
• Google Jamboard: a web-based platform for real-time
collaboration/brainstorming
• Vecta.io: an online editor for collaborative graphics editing
(but with a useful layers feature!)
• Stella Architect: our workhorse SD modeling software, with
ability to host models and interfaces online (Vensim – also
available for similar purposes and CLD development).
• InsightMaker: a web-based system dynamics software
package for initial concept models
Make sure links and programs are ready to go!

14
Workbooks
The use of workbooks has been described
earlier by Vennix (1996) to facilitate GMB
sessions
Idea: provide participants with questions,
text, and diagrams to fill in between sessions
Good for complex models or large numbers
of participants – also potential to employ in a
distance/blended learning context
Source: Adapted from Vennix (1996), figure 4.3
Group session
Preiminary model
Analysisand summary
of discussions
Workbooksfor participants
Analysisof workbooks

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Workbooks
Some principles for workbook content:
(1) Keep it simple – give targeted, visual tasks for
participants (review of CLDs, concept models, key
data). One or two pages per session if possible
(2) (For online/blended sessions) focus on
information that is difficult to obtain in-session
(or where they may be a lot of discussion/debate)
(3) Give ample time for input and review
(4) Consider the use of online forums, email, and
chat functions (Teams) for follow-up
Source: https://openclipart.org/detail/20511/workbooks-icon

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Scripts
Scripts are defined as:
… a series of ‘fairly sophisticated pieces of small group
processes’… conceptualized as a series of divergent or
convergent activities to facilitate the cognitive processes
of eliciting information, exploring courses of action, and
evaluating situations (Luna-Reyes et al. 2006: 294)
More simply: scripts are the prepared guidance for planned
activities in your agendas
Their aim is to help improve the engagement process with
stakeholders
Picture credit: K.M. Rich 2019 (Patna, India)

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Scripts
Generic scripts for GMB sessions (Luna-Reyes et al. 2006)
1. Scheduling the day
2. Logistics and room arrangements
3. Hopes and fears
4. Concept model
5. Variable elicitation
6. Reference modes elicitation
7. Structure elicitation
8. Reflector feedback
9. Transferring group ownership from one image to another
For SGMB, we adapt these scripts (suggested timing provided) Picture credit: K.M. Rich 2019 (Palaw, Myanmar)

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Script 1: Hopes and fears (kicking off the session)
“Step zero” is an introduction to the process by
facilitators.
“Hopes-and-fears”: a type of ice-breaker to gauge/cluster
expectations among participants (Luna-Reyes et al.
2006).
This involves a short facilitation exercise where
participants place one hope and one fear on different
colored paper (found in Layerstack), which are then
clustered thematically to see what issues are of main
concern to the assembled stakeholder group.
This also serves as a running checklist to see if sessions
are meeting expectations
Picture credit: K.M. Rich 2019 (Palaw, Myanmar)
Time allocation: 20-30 minutes (including introduction)

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Script 1: Hopes and fears (online process)
Hopes and fears (as well as problem
prioritization) can be facilitated
through online platforms like Google’s
Jamboard
(http://jamboard.google.com)
Sticky notes can be used to denote
hopes (in one color) and fears (in
another)
These can be done in real-time or via
chat functions in Teams/Zoom.
Icon for sticky notes
Time allocation: 20-30 minutes (including introduction)

20
Group exercises (1)
Agendas and planning
Hopes-and-fears
Motivating systems thinking
Layerstack
Problem identification/prioritization
Causes and consequences
Facilitation of a concept module
Source: "Man on an Exercise Bike Cartoon.svg from Wikimedia
Commons by Videoplasty.com, CC-BY-SA 4.0"

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Script 2: Introducing the language of systems thinking
Picture credits: K.M. Rich 2019 (Palaw, Myanmar)
Guidelines:
• Development of simple introductory concept model to which participants can relate
• Can be technical or non-technical (even creative or fun depending on audience)
• Showing simulation and results in real-time: useful for participants to see utility of approach
Time allocation: 20-30 minutes

22
Script 2: Introducing the language of systems thinking
Through Microsoft Teams and
InsightMaker, we can also first
qualitatively show examples
(via video) and then build
these models in real-time
With InsightMaker, these
models could be easily shared
if any stakeholders wanted to
use them.
Time allocation: 20-30 minutes

23
Group exercises (2)
Agendas and planning
Hopes-and-fears
Motivating systems thinking
Layerstack
Problem identification/prioritization
Causes and consequences
Facilitation of a concept module
Source
https://commons.wikimedia.org/wiki/File:Man_Drinking_Water_Carto
on.svg; CC-BY-SA 4.0"

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Script 3: On to Layerstack
In standard GMB, we would next conduct a variable
elicitation exercise.
From Luna-Reyes et al. (2006:304), the idea is to:
identify as many problem-related variables as possible,
prioritizing them, and making a key effort to identify key stocks
to be used in the modeling
For SGMB, we break this down in a series of steps
• Use of Layerstack, to define system context
• Where problems not defined, to conduct a problem
prioritization and causes & consequences exercise
• To use these activities to identify priority system modules
to build concept models in subsequent sessions
Picture credit: K.M. Rich 2019 (Jessore, Bangladesh)

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Script 3: Use of Layerstack
LayerStack is used to probe participant perceptions about the
characteristics and attributes of the area they operate
Each layer represents a type of data: for instance, land use,
market locations, road network, socio-economic status, etc.
Like a GIS, these are overlaid on top on each other over a base
map of the region in question
Layer definitions are pre-defined as part of the preparation
process
Stickers and markers are defined (with a legend) to denote key
spatial attributes
Reference modes to define how system attributes have
changed over time
Picture credit: K.M. Rich 2019 (Palaw, Myanmar) Time allocation: 90-120 minutes

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Source: Adapted from SCUK (2008)
Livelihoods zone 1:
rainfed zone with
poor soils and
limited productivity
Livelihoods zone 2:
tropical hilly area
with rich soil and
high levels of
biodiversity
Livelihoods zone 3:
valley region with
urban centers and
suitability for citrus
LAYER 1:
LIVELIHOODS
ZONES (AND
ROAD
NETWORKS)

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Source: Adapted from SCUK (2008)
LAYER 2: VALUE
CHAIN
LOCATIONS AND
PROCESSES
Livelihoods zone 1:
rainfed zone with
poor soils and
limited productivity
Livelihoods zone 2:
tropical hilly area
with rich soil and
high levels of
biodiversity
Livelihoods zone 3:
valley region with
urban centers and
suitability for citrus
Source: Adapted from SCUK (2008)

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Livelihoods zone 1:
rainfed zone with
poor soils and
limited productivity
Livelihoods zone 2:
tropical hilly area
with rich soil and
high levels of
biodiversity
Livelihoods zone 3:
valley region with
urban centers and
suitability for citrus
Note: seasonal
variations in
climate, cropping
patterns, etc. also
matter in terms of
both exchange
patterns and
livelihoods
Source: Adapted from SCUK (2008)
LAYER 3:
SEASONAL
CROPPING
PATTERNS

Base map
Data layer: one per attribute
Stickers/markers for
specific data points
Paper for facilitation (e.g. hopes and fears)

Note: running legend of consumables used
Picture credit: K.M. Rich 2016 (Monze, Zambia)

Note definition of reference modes for various variables Picture credit: K.M. Rich 2016 (Monze, Zambia)

32
Script 3.1: eLayerstack
The principles of Layerstack are transferable using Vecta
(http://vecta.io). Vecta allows real-time drawing and
collaboration on this canvas with groups!
Prior to the SGMB session, the facilitation team must set up a
shared template with a base map for the region in question. A
base map can be simply dragged onto a blank template.
Share function: to use
for sharing an image and
its collaborative use

33
Drawing palette:
different shapes, lines,
text boxes, etc
View menu: to access
different layers, use this
menu to open the “Show
Properties” feature
Properties window:
Allows you to
add/rename layers
(except Default: this
should just be your base
map)

34
Add a layer using the +
key under layers.
Rename the layer by
clicking on this icon.
The “eye” icon can be clicked on (dark) or off
(light). When dark, it means a layer is viewable

35
Adding attributes to
the layer using the
drawing palette,
including creation
of a legend
Pro-tip: before
adding something
to the
diagram/layer, click
off the image (in
the grey area) and
then proceed to
draw/write.

36
Addition of a
second layer with
the first layer
turned off (note
shading of “eye”
icon.
Note ability to draw
reference modes by
creating an X-Y axis
and drawing trends
freehand

37
Both layers viewed
together to look at
overlays between
different spatial
dimensions
An added benefit –
the created
collaborative map is
already digitized
and can be
downloaded!

38
Layerstack tips
Engage with as many participants as possible.
Don’t let one or two people dominate.
Triangulate information with others in terms of
locations, etc.
Temporal trends matter too (“reference
modes”): what is the behavior of a given data
point over time? Is it going up, down, stable,
oscillating?
At the end, we’ll have a messy map – that’s
OK! But, it will be one that can be digitized
and which reveals a lot about the
characteristics of the system needed for model
building
Don’t erase the map once finished!!
Picture credit: K.M. Rich 2019 (Myeik, Myanmar)
Picture credit: K.M. Rich 2019 (Muzaffapour, India)

39
Group exercises (3)
Agendas and planning
Hopes-and-fears
Motivating systems thinking
Layerstack
Problem identification/prioritization
Causes and consequences
Facilitation of a concept module
Source
https://commons.wikimedia.org/wiki/File:Man_on_a_Treadmill_Carto
on.svg, CC-BY-SA 4.0"

40
Script 4:
Variable and structure elicitation
If specifics of the problem are unclear or unknown:
First, solicit problem prioritization by stakeholders to inform direction
of interventions. Use a similar process as the hopes-and-fears
process (round-robin, then voting). Use LayerStack to show where
that problem exists and define reference modes.
Then, use a causes/consequences process to develop draft causal
loop diagrams, or CLDs [variable/module elicitation] to understand
what’s behind that problem (and where those problems – and their
consequences – emerge). Remember session #1!!
Connect causes and consequences to identify feedback mechanisms
Then, start the process of module identification and development
If the problem is already well-defined, go straight to the next step of
module development Picture credit: K.M. Rich 2019 (Palaw, Myanmar)
Time allocation
Problem prioritization: 45-60 minutes – during SGMB 1
Causes & consequences: 60-90 minutes (can be in groups or plenary), SGMB 1 or 2

Picture credit: K.M. Rich 2016 (Matiguas, Nicaragua)

Picture credit: K.M. Rich 2016 (Matiguas, Nicaragua)

Picture credit: K.M. Rich 2016 (Matiguas, Nicaragua)

Picture credit: K.M. Rich 2016 (Matiguas, Nicaragua)

Source: J. Berends (2019)

Source: J. Berends (2019)

47
Script 4:
Variable and structure elicitation
Online problem prioritization and
causes/consequences exercises can be easily
facilitated via Jamboard.
Problems, causes, and consequences can be
assigned different colors and the writing feature
can be used to connect direct and indirect
causes and consequences together.
More formal CLDs as in the previous slides can
be developed afterwards.
Time allocation
Problem prioritization: 45-60 minutes
Causes & consequences: 60-90 minutes (can be in groups or plenary)
Icon for freehand writing (icon below is to erase)

48
Group exercises (4)
Agendas and planning
Hopes-and-fears
Motivating systems thinking
Layerstack
Problem identification/prioritization
Causes and consequences
Facilitation of a concept module
Source:
https://commons.wikimedia.org/wiki/File:Man_Doing_Sit_U
ps_Cartoon.svg, CC-BY-SA 4.0"

49
Script 4
Variable and structure elicitation
If/once the specifics of the problem are well-defined already:
First, use LayerStack to help define the most relevant system
modules in conjunction with stakeholders. These are the main
components of your model (system). Ensure consensus – use
voting/round-robin techniques if there is disagreement.
Examples of modules: land use, production, marketing,
household decision making, adoption decisions,
environmental management, finance
Next, choose a module and identify a couple of key stocks
from stakeholders (go back to LayerStack as needed to guide).
From those stocks, ask what flows enter/exit those stocks?
And what variables mediate those flows (what causes those
flows, what are their consequences?) [structure elicitation]
Online module definition can be facilitated via Jamboard, with
structure developed either through InsightMaker or STELLA
Source: Berends (2019)
Time allocation: 90-120 minutes per module (groups or plenary), plus feedback time

50
Script 4
Variable and structure elicitation
For identified stocks/variables, triangulate the reference mode behavior given during the
LayerStack discussion [reference mode elicitation]
Reflector feedback is critical: as you develop the structure for a given module, try to
summarize what the structure seems to says “qualitatively”. Talk about feedback loops
and the types of behavior that seem to emerge from the structure you get.
Repeat for the different modules. It is likely that this process can be done for one or two
modules maximum per session (from session 2 onwards). This means you will probably
focus on five or six modules at most.
Source: Berends (2019)
Picture credit: J. Berends 2019 (Palaw, Myanmar)

51
Script 5:
From concept modules to models
Picture credit: J. Berends 2019 (Palaw, Myanmar)
Transferring group ownership from one image to another
In a given session, you will have developed a concept structure for one or two modules with
stakeholders. It will be the team’s job to translate that model into something that works in
STELLA/Vensim, even if simply. We can demonstrate STELLA models through Microsoft Teams.
Each parameterized module will need to be fed back to stakeholders at the start of the following
session to show them your interpretation of their discussion and to validate/correct/fine-tune it.
Source: Berends (2019)
Time allocation: 30-60 minutes/module (groups) at beginning from session 3

52
Group exercises (5)
Agendas and planning
Hopes-and-fears
Motivating systems thinking
Layerstack
Problem identification/prioritization
Causes and consequences
Facilitation of a concept module
Source:
https://commons.wikimedia.org/wiki/File:Man_Tired_After_Workout_Cartoon.svg, CC-
BY-SA 4.0"

53
Facilitation tips
Facilitation is an art! Good facilitation benefits from professional training (beyond
this short training!)
Some tips from Vennix (1996) and Kaner (1996)
• Be problem-focused and have a helpful attitude
• Be neutral: don’t try to bias/game the results.
• Repeat what you heard to ensure understanding; don’t interpret what
you want to hear. Listen actively!
• Manage conflict and tension effectively – don’t stifle debate but work
towards consensus. Use voting techniques as necessary.
• Bring everyone out – use round-robin and other techniques to get all
people involved
• Make sure everyone is heard
• The lead facilitator facilitates, and does not take notes, model, etc.

54
Miscellaneous tips
Sessions should be no more than one-half day in duration (~3 hours)
Maximum number of sessions: typically five, can be less.
A larger dissemination session with outside parties is useful upon modeling
conclusion
The first two sessions can be done back-to-back on consecutive days. But there
should be at least one week (two weeks are better) between sessions 2 & 3, and 3
& 4 for the team to process modules into models
Post-session debrief by facilitation team is important – reflections on what went
well, what didn’t, what could be improved for next time.
Relax, have fun, and learn with your stakeholders!

55
Group exercises – full round
Agendas and planning
Hopes-and-fears
Motivating systems thinking
Layerstack
Problem identification/prioritization
Causes and consequences
Facilitation of a concept module
Workbooks
Source:
https://commons.wikimedia.org/wiki/File:Coach_Using_a_Whistle_Cartoon.svg, CC-BY-
SA 4.0"

56
References
Berends, J., Rich, K.M., & Lyne, M.C. (2020). A pro-poor approach to upgrade value chains in Tanintharyi region of Myanmar.
Oral presentation for the 3rd Asia-Pacific System Dynamics Society Conference, Brisbane, Australia, 4 February 2020.
Hovmand, P. S. (2014). Community Based System Dynamics. Springer, New York, NY.
Lie, H., Rich, K.M., & Burkart, S. (2017). Participatory system dynamics modelling for dairy value chain development in
Nicaragua. Development in Practice 27 (6), 785-800.
Luna‐Reyes, L. F., Martinez‐Moyano, I. J., Pardo, T. A., Cresswell, A. M., Andersen, D. F., & Richardson, G. P. (2006). Anatomy of
a group model‐building intervention: Building dynamic theory from case study research. System Dynamics Review: The
Journal of the System Dynamics Society, 22(4), 291-320.
Rich, K.M., Rich, M., & Dizyee, K. (2018). Participatory system approaches for urban and peri-urban agriculture planning: the
role of system dynamics and spatial group model building. Agricultural Systems 160, 110-123.
Photo credits (slide 12)
https://commons.wikimedia.org/wiki/File:Felix_aprilmaze_01.jpg, Public domain
https://commons.wikimedia.org/wiki/File:8_Bit_Dinosaur_With_Laptop.png, CC BY-SA 4.0
https://commons.wikimedia.org/wiki/File:A_Cartoon_Man_Sleeping_At_Work.svg, CC 4.0 BY-SA
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THANK YOU
Picture credit: K.M. Rich 2019 (Bamako, Mali)