We discuss the use of simulation modelling to aid managers in identifying and addressing the unintended consequences that are created by efforts to make changes in a complex system. We propose that unintended consequences can be managed much like risk is in supply chains where the key is to develop methods to identify the sources of unintended consequences, prioritize them, and develop plans to deal with the largest issues. The modeling process we propose focuses on the feedbacks in the interactions of individuals, government and other actors. As an example, we model the unintended consequences of the gun control debate. We show that unintended consequences are driven by feedback loops that create various and predictable unintended consequences. The model highlights those unintended consequences with the most likelihood of occurring, which allows an exploration into how they might be avoided.
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