COM-B model of behaviour change from Michie 2011 Implementation Science article Structure agency IM-1163 added for social context. Integration with other behaviour frameworks WIP. See also nested representation  Attempt at combining simulations WIP is at IM-35784

COM-B model of behaviour change from Michie 2011 Implementation Science article Structure agency IM-1163 added for social context. Integration with other behaviour frameworks WIP initial now focussed on nested representation. Attempt at combining simulations WIP is at IM-35784

Showing how positive and negative cycles of action can be represented as a single causal loop diagram (CLD)

COM-B model of behaviour change from Michie 2011 Implementation Science article Structure agency IM-1163 added for social context. Integration with other behaviour frameworks WIP. See also nested representation  Attempt at combining simulations WIP is at IM-35784

Showing how positive and negative cycles of action can be represented as a single causal loop diagram (CLD)

Aim: To gain insight into what map and model representations in applied systems methods in IM-1267 can assist identifying and explaining the improvement strategies (leverage points) described by Donella Meadows Places to Intervene Article. The context is social learning for collective action to improve real world events. Information Sources are adapted from IM-920

Causal loop diagram illustrating how evolution, in the form of small incremental change (realized through random genetic mutation) paired with natural selection, serves to evolve species.

COM-B model of behaviour change from Michie 2011 Implementation Science article Structure agency IM-1163 added for social context. Integration with other behaviour frameworks WIP. See also nested representation  Attempt at combining simulations WIP is at IM-35784

Causal loop diagram illustrating how evolution, in the form of small incremental change (realized through random genetic mutation) paired with natural selection, serves to evolve species.

From "A Causal Model of Organizational Performance and Change," By Burke, W. W. & Litwin, G.H., In Journal of Management, 18, pp. 523-545.

From "A Causal Model of Organizational Performance and Change," By Burke, W. W. & Litwin, G.H., In Journal of Management, 18, pp. 523-545.

Trying to make a model for when to change (exhausting old ideas and increasing probablity of using new ideas)

From "A Causal Model of Organizational Performance and Change," By Burke, W. W. & Litwin, G.H., In Journal of Management, 18, pp. 523-545.

From "A Causal Model of Organizational Performance and Change," By Burke, W. W. & Litwin, G.H., In Journal of Management, 18, pp. 523-545.