Applying more pressure on staff can temporarily increase productivity, but burnout soon sets in. From William E. Novak and  Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds  paper  and see  webpage  
 See similar  CLD IM-641  and  Simulation IM-333

Applying more pressure on staff can temporarily increase productivity, but burnout soon sets in. From William E. Novak and  Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds paper and see webpage

See similar CLD IM-641 and Simulation IM-333

Clusters of interacting methods for improving health services network design and delivery. Includes Forrester quotes on statistical vs SD methods and the Modeller's dilemma. Simplified version of  IM-14982  combined with  IM-17598  and  IM-9773
Clusters of interacting methods for improving health services network design and delivery. Includes Forrester quotes on statistical vs SD methods and the Modeller's dilemma. Simplified version of IM-14982 combined with IM-17598 and IM-9773
28 10 months ago
 WIP for Continuity of care ISO From  Wikipedia  Initial Insight Representation from ContSys Patient statechart split off at  IM-4010

WIP for Continuity of care ISO From Wikipedia Initial Insight Representation from ContSys

Patient statechart split off at IM-4010
 What happens when a program chooses to ignore Brooks' Law? This archetype explains the dynamics behind Brooks' Law and why it applies to most programs. From William E. Novak and  Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds  paper  and see  webpage

What happens when a program chooses to ignore Brooks' Law? This archetype explains the dynamics behind Brooks' Law and why it applies to most programs. From William E. Novak and  Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds paper and see webpage



 Larry Weed's Medicine in Denial view of health information to make a difference
Larry Weed's Medicine in Denial view of health information to make a difference
 WIP for Continuity of care ISO From  Wikipedia  Initial Insight Representation from ContSys  IM-4008  with split off patient statechart See  IM-2846  for Agent with infectious disease and  IM-4031  for additional professional statechart

WIP for Continuity of care ISO From Wikipedia Initial Insight Representation from ContSys

IM-4008 with split off patient statechart See IM-2846 for Agent with infectious disease and IM-4031 for additional professional statechart
 Early Modifications to  IM-875  WIP for Continuity of care dynamic model derived from ISO  http://bit.ly/p0LJn4  See also  IM-4008  for later versions

Early Modifications to IM-875 WIP for Continuity of care dynamic model derived from ISO http://bit.ly/p0LJn4 See also IM-4008 for later versions

 Access model for the front page of  A Systems Approach to eHealth

Access model for the front page of  A Systems Approach to eHealth

 WIP for Continuity of care ISO From  Wikipedia  Initial Insight Representation from ContSys  IM-4008  with split off  patient  and professional statecharts See  IM-2846  for Agent with infectious disease and  IM-6913  for ED Physician INteraction

WIP for Continuity of care ISO From Wikipedia Initial Insight Representation from ContSys

IM-4008 with split off patient and professional statecharts See IM-2846 for Agent with infectious disease and IM-6913 for ED Physician INteraction
 eHealth Project Development Roadmap from Center for eHealth Research and Disease Management  http://www.ehealthresearchcenter.org/wiki/index.php/Main_Page

eHealth Project Development Roadmap from Center for eHealth Research and Disease Management http://www.ehealthresearchcenter.org/wiki/index.php/Main_Page

 OASIS  SOA Reference Architecture represents views from the perspectives of using, building, owning and managing the means for exchanging value, particpants claims of ownership and the rules of engagement. From http://bit.ly/wpI1yo

OASIS  SOA Reference Architecture represents views from the perspectives of using, building, owning and managing the means for exchanging value, particpants claims of ownership and the rules of engagement. From http://bit.ly/wpI1yo

 Evolution of eHEalth focus from Documenting, to Workflow to Assisting Clinical Judgement. Conceptual confusion among data, information and knowledge models and management. 

Evolution of eHEalth focus from Documenting, to Workflow to Assisting Clinical Judgement. Conceptual confusion among data, information and knowledge models and management. 

 Fig 3.1 Sociotechnical system underlying health IT-related adverse events NAP IOM Report

Fig 3.1 Sociotechnical system underlying health IT-related adverse events NAP IOM Report

 When problems are detected in programs, it's time for everyone to listen and work toward a solution. Shooting the messenger only delays the process, and hurts program morale. From William E. Novak and  Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds  paper  

When problems are detected in programs, it's time for everyone to listen and work toward a solution. Shooting the messenger only delays the process, and hurts program morale. From William E. Novak and  Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds paper and see webpage



From Greenhalgh et al  article 2017 jimr  Beyond Adoption: A New Framework for Theorizing and Evaluating Nonadoption, Abandonment, and Challenges to the Scale-Up, Spread, and Sustainability of Health and Care Technologies 
From Greenhalgh et al article 2017 jimr Beyond Adoption: A New Framework for Theorizing and Evaluating Nonadoption, Abandonment, and Challenges to the Scale-Up, Spread, and Sustainability of Health and Care Technologies 
 A simplified dynamic model, adapted from Engineering perspectives on healthcare delivery: Can we afford technological innovation in healthcare? Rouse, William B Systems Research and Behavioral Science 2009 Vol 26 (5) p573-582  abstract   Developed by Mark Heffernan. Addition of learning curve effec

A simplified dynamic model, adapted from Engineering perspectives on healthcare delivery: Can we afford technological innovation in healthcare? Rouse, William B Systems Research and Behavioral Science 2009 Vol 26 (5) p573-582 abstract  Developed by Mark Heffernan. Addition of learning curve effects IM-614 to Insight 435

 Adapted from Engineering perspectives on healthcare delivery: Can we afford technological innovation in healthcare? Rouse, William B Systems Research and Behavioral Science 2009 Vol 26 (5) p573-582  abstrac t  See  IM-435  for a simulation

Adapted from Engineering perspectives on healthcare delivery: Can we afford technological innovation in healthcare? Rouse, William B Systems Research and Behavioral Science 2009 Vol 26 (5) p573-582 abstract

See IM-435 for a simulation

Continuity of care includes continuity of information, management (ends and means) and meaningful care relationships. This includes managing inevitable changes. This conceptual information overview is Based on Contsys ehealth and workflow ISO CD 13940 (E) UML Class DIagram See    IM-4008  for clinic
Continuity of care includes continuity of information, management (ends and means) and meaningful care relationships. This includes managing inevitable changes. This conceptual information overview is Based on Contsys ehealth and workflow ISO CD 13940 (E) UML Class DIagram See IM-4008 for clinical process model
 Interacting nested fast and slow adaptive cycles from  Panarchy Book   ,Resilience thinking Book Brian Walker and David Salt Island Press 2006 and the  http://www.resalliance.org/  Website, See also What is Panarchy at  http://bit.ly/H9RFkL

Interacting nested fast and slow adaptive cycles from Panarchy Book  ,Resilience thinking Book Brian Walker and David Salt Island Press 2006 and the http://www.resalliance.org/ Website, See also What is Panarchy at http://bit.ly/H9RFkL

 From Adomavicius G et al (2007) Information Technology and Management 8 (2) p185-202

From Adomavicius G et al (2007) Information Technology and Management 8 (2) p185-202