Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around  Insight 619  on single and double loop learning
Learning Health Care Organization Performance Rhetoric
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around Insight 619 on single and double loop learning
Clone of Organizational Traps Argyris
sub cribed
From Walrave ISDC2014  paper  Counteracting the success trap in publically owned corporations
Culture Organization Management Health Care Performance Panarchy Decision Making Capability Economics
From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations
Clone of Explore or Exploit
Cory
Test Sensitivity and Specificity see ROC wikipedia  and Tom Fawcett's 2006  article  introduction to ROC Analysis, Can be linked to Brunswik Lens IM-1401
Performance Screening ROC Investigation Health Care Decision Making Test Clinical Care Diagnosis
Test Sensitivity and Specificity see ROC wikipedia and Tom Fawcett's 2006 article introduction to ROC Analysis, Can be linked to Brunswik Lens IM-1401
Clone of Test ROC Curves
sub cribed
Clone of  IM-10536  WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
Services Health Care Hospital Regional Performance Patient Flow
Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
Individual Hospital Monthly Performance 2
Geoff McDonnell
Rich Picture CLD from Yaman Barlas and Hakan Yasarcan (2008) A Comprehensive Model of Goal Dynamics in Organizations:Setting, Evaluation and Revision in Complex Decision Making Theory and Practice H. Qudrat-Ullah J.M. Spector P.I. Davidsen (Eds.) Springer 2008 available  online paper
Intent Health Care Performance Decision Making

Rich Picture CLD from Yaman Barlas and Hakan Yasarcan (2008) A Comprehensive Model of Goal Dynamics in Organizations:Setting, Evaluation and Revision in Complex Decision Making Theory and Practice H. Qudrat-Ullah J.M. Spector P.I. Davidsen (Eds.) Springer 2008 available online paper

Clone of Goal Dynamics CLD
Josh Hawley
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around  Insight 619  on single and double loop learning
Rhetoric Health Care Organization Learning Performance
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around Insight 619 on single and double loop learning
Clone of Organizational Traps Argyris
Steve Albert
This map is a WIP derived from the MIT D-memo 4641 presentation by Nelson Repenning 1996 and the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman.  http://bit.ly/jCXGKL  See  Insight 9781  
Process Improvement Performance Health Care

This map is a WIP derived from the MIT D-memo 4641 presentation by Nelson Repenning 1996 and the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. http://bit.ly/jCXGKL See Insight 9781 for a simulation of this model. This map adds additional features mentioned in the article to the bare bones simulation in IM-9781

Clone of The Improvement Paradox Map WIP
Joal Paiva
From NAP Toward Quality Measures for Population Health and the Leading Health Indicators  Report  with detailed Maternal  Infant and Child Health Example Fig.3-5
Health Regional Health System Performance
From NAP Toward Quality Measures for Population Health and the Leading Health Indicators Report with detailed Maternal  Infant and Child Health Example Fig.3-5
Clone of Health Outcome Logic Model
Abdul Rahman Shour
Clone of IM-752  map for working simulation model This model is derived from the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918
Performance Capability Learning Process Improvement

Clone of IM-752 map for working simulation model This model is derived from the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918

Clone of Credit Never Happened
Sam Khan
This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance.
Performance Business Analysis Business
This causal loop diagram is the first step in looking at the relationship between business analysis performance and organizational performance.
Organizational Systems Performance Model - Core Variables
Julian Sammy
Clone of IM-752  map for working simulation model This model is derived from the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918
Capability Performance Process Improvement Learning

Clone of IM-752 map for working simulation model This model is derived from the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918

Clone of Credit Never Happened
franzol
WIP Variables in Report for conversion into what-if stock flow simulation for the next week.
Health Care Patient Flow Performance Hospital
WIP Variables in Report for conversion into what-if stock flow simulation for the next week.
Hospital Weekly Snapshot
Geoff McDonnell
Clone of  IM-752  map for working simulation model This model is derived from " Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement " by Nelson P. Repenning and John D Sterman. An expanded map is at  IM-1918 .
Performance Capability Process Improvement Learning

Clone of IM-752 map for working simulation model This model is derived from "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918.

Clone of Credit Never Happened Simulation
Raquel Martin
WIP for LHN Individual Hospital O Month of October 2013 linking monthly NWAUs and same and overnight activities from ED and Elective Surgery (ES)
Health Care Performance Regional Patient Flow Hospital Services
WIP for LHN Individual Hospital O Month of October 2013 linking monthly NWAUs and same and overnight activities from ED and Elective Surgery (ES)
Clone of Individual Hospital Monthly Performance
Melvyn Richard Langford
Clone of IM-752  map for working simulation model This model is derived from the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918
Process Improvement Performance Learning Capability

Clone of IM-752 map for working simulation model This model is derived from the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918

Clone of Credit Never Happened
Annette Sharp
Clone of  IM-752  map for working simulation model This model is derived from " Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement " by Nelson P. Repenning and John D Sterman. An expanded map is at  IM-1918 .
Learning Capability Process Improvement Performance

Clone of IM-752 map for working simulation model This model is derived from "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. An expanded map is at IM-1918.

Clone of Credit Never Happened
Richard Turnock
WIP based on Emery Roe's 2013  book . See also Dynamics in Action  IM-3239  for more on behavior and The Art of the State  IM-11962  for more on Grid-Group Cultural Theory
Reliability Resilience Multiscale Decision Making Complexity Politics Safety Policy Management Performance Culture Behavior
WIP based on Emery Roe's 2013 book. See also Dynamics in Action IM-3239 for more on behavior and The Art of the State IM-11962 for more on Grid-Group Cultural Theory
Clone of Managing Mess
Jeb Eddy
Clone of  IM-10714  WIP for LHN Individual Hospital O Month of October 2013, to which insights of IM-11079 and IM-7981 are being added here
Regional Health Care Hospital Performance Patient Flow Services
Clone of IM-10714 WIP for LHN Individual Hospital O Month of October 2013, to which insights of IM-11079 and IM-7981 are being added here
Clone of Individual Hospital Monthly Performance 2
Geoff McDonnell
WIP Patient Flow improvement strategies for a City Hospital with 3 years historical data and two year planning horizon. Built after a Generic Teaching Hospital Model  IM-10346  A simplified stock flow map is at  IM-399
Regional Services Performance Patient Flow Health Care Hospital
WIP Patient Flow improvement strategies for a City Hospital with 3 years historical data and two year planning horizon. Built after a Generic Teaching Hospital Model IM-10346 A simplified stock flow map is at IM-399
Clone of Hospital Seasonal ED and Ward Flow Improvement
Melvyn Richard Langford
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious. Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  
Performance Management Roam Capability Production Perspective

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

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Element Values Quick View
Gene Bellinger
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious. Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  
Performance Production Capability Perspective Management

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

Clone of Credit Never Happened/Simulation
Phillip Jones
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious. Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  
Perspective Management Performance Production Capability

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Clone of Credit Never Happened/Simulation
Burke Powers
This map is a WIP derived from the MIT D-memo 4641 presentation by Nelson Repenning 1996 and the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman.  http://bit.ly/jCXGKL  See  Insight 9781  
Process Improvement Performance Health Care

This map is a WIP derived from the MIT D-memo 4641 presentation by Nelson Repenning 1996 and the paper "Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement" by Nelson P. Repenning and John D Sterman. http://bit.ly/jCXGKL See Insight 9781 for a simulation of this model. This map adds additional features mentioned in the article to the bare bones simulation in IM-9781

Clone of The Improvement Paradox Map WIP
sub cribed
Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious. Derived from  Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement  
Performance Management Capability Production Perspective

Faced with a performance gap the two most obvious responses are to work harder or work smarter. There are trade offs associated with each, some obvious, some not so obvious.

Derived from Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement by Repenning and Sterman.

An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org

Clone of Credit Never Happened/Simulation
JamNom