Replaced by IM-752 Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf
From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations. Similar to the ordinary (efficiency focussed) and dynamic capabilities (explore) insight described by David Teece
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
Rich picture version of causal loop diagram for medication errors, showing the importance of reporting, analyzing and fixing knowledge and process errors. Medication errors will tend to grow due to the use of more medications in more complex patients. This is exacerbated by the loss of staff knowledge by turnover and goal erosion in places with harmful errors.
Grid-Group Culture applied to Public Management based on Christopher Hood's 1998 book. plus excerpts from Schwartz and Thompson's 1990 Book Divided we stand. See also Managing Mess IM-11581 and FourCultures Blog and Wikipedia Cultural Theory of Risk
WIP Simplified Patient Flow map of features in a SD simulation model of performance of a City Hospital over 5 years. Built after a Regional 20 year planning model IM-10290 The simulation is a large ithink model built by Mark Heffernan
Effect of rewards on the selection promotion and retirement of scholars in universities. Based on Geoffrey Brennan's Selection and the Currency of Reward chapter10 in The Theory of Institutional Design ed. RG Goodwin Cambridge University Press 1996 See also IM-2016
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. Compare with WHO NCD Framework picture and IHI Whole system measures 2.0 (Added Nov 2016) See CLD conversion insight
Jenny W. Rudolph Nelson P.Repenning Disaster Dynamics: Understanding the Role of Quantity in Organizational Collapse Administrative Science Quarterly,47(2002):1-30 paper
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
From FIg.2 Past the Tipping Point:THe Persistence of Firefighting in Product Development by Nelson Repenning, Paulo Goncalves and Laura Black. Calif. Mgt. Review 43(4) p44-63 (2001). Also From William E. Novak and Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds paper and see webpage
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.
An example of why it's so critical to understand where the boundaries are when considering a system. (developed from Eric Wolstenholme's Archetype examples by Gene Bellinger)
Detail from Incorporating organizational factors into Probabilistic Risk Assessment(PRA) of complex socio-technical systems: A hybrid technique formalization article. See full overview at insight
