Summary of Daniel Kim's System's Thinker  article  What is your organization's core theory of success? See also Barry Richmond's  Systems Thinking Insight  and  Cross Functional planning Success IM
Summary of Daniel Kim's System's Thinker article What is your organization's core theory of success?
4 months ago
 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  

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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9 9 months ago
Based on Chris Argyris 2010  Book Organizational Traps  Oxford University Press, built around  Insight 619  on single and double loop learning
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around Insight 619 on single and double loop learning
3 12 months ago
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
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
4 months ago
Grid-Group Culture applied to Public Management WIP 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
Grid-Group Culture applied to Public Management WIP 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
4 months ago
 Incorporating organizational factors into Probabilistic Risk Assessment(PRA) of complex socio-technical systems: A hybrid technique formalization Zahra Mohaghegh, Reza Kazemi, Ali Mosleh Reliability Engineering and System Safety (2009) 94 5 p1000–1018 http://www.sciencedirect.com/science/article/pi

Incorporating organizational factors into Probabilistic Risk Assessment(PRA) of complex socio-technical systems: A hybrid technique formalization Zahra Mohaghegh, Reza Kazemi, Ali Mosleh Reliability Engineering and System Safety (2009) 94 5 p1000–1018 http://www.sciencedirect.com/science/article/pii/S095183200800269X. More detailed part of Insight 1074

 Incorporating organizational factors into Probabilistic Risk Assessment(PRA) of complex socio-technical systems: A hybrid technique formalization Zahra Mohaghegh, Reza Kazemi, Ali Mosleh Reliability Engineering and System Safety (2009) 94 5 p1000–1018 http://www.sciencedirect.com/science/article/pi

Incorporating organizational factors into Probabilistic Risk Assessment(PRA) of complex socio-technical systems: A hybrid technique formalization Zahra Mohaghegh, Reza Kazemi, Ali Mosleh Reliability Engineering and System Safety (2009) 94 5 p1000–1018 http://www.sciencedirect.com/science/article/pii/S095183200800269X. THis overview has a more detailed area in Insight 1077

From Walrave ISDC2014  paper  Counteracting the success trap in publically owned corporations
From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations
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
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
WIP for LHN Individual Hospital O Month of October 2013 linking monthly NWAUs and same and overnight activities from ED and Elective Surgery (ES)
WIP for LHN Individual Hospital O Month of October 2013 linking monthly NWAUs and same and overnight activities from ED and Elective Surgery (ES)
 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  

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

 Replaced by  IM-9781  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 .

Replaced by IM-9781 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.

WIP based on Raafat Zaini's 2015  Triple Helix article  and  PhD Colloquium  and  ISDC 2013  university growth paper  ithink models as a starting point for health care systems science modelling growth dynamics
WIP based on Raafat Zaini's 2015 Triple Helix article and PhD Colloquium and ISDC 2013  university growth paper ithink models as a starting point for health care systems science modelling growth dynamics
5 9 months ago
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 knowled
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.
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)
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)

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
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
From PLOS One  Article  April 2012 Worni, M et al System Dynamics to Model the Unintended Consequences of Denying Payment for Venous Thromboembolism after Total Knee Arthroplasty
From PLOS One Article April 2012 Worni, M et al System Dynamics to Model the Unintended Consequences of Denying Payment for Venous Thromboembolism after Total Knee Arthroplasty
 Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27

Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27

 Model of growth from diffusion from John Morecroft's Strategic Modelling and Business Dynamics Book Ch6 p174-191. A discussion of a bigger model of People's Express is in  http://bit.ly/HdaGy4  for a related You Tube video by John Morecroft on Reflections on System Dynamics and Strategy

Model of growth from diffusion from John Morecroft's Strategic Modelling and Business Dynamics Book Ch6 p174-191. A discussion of a bigger model of People's Express is in http://bit.ly/HdaGy4 for a related You Tube video by John Morecroft on Reflections on System Dynamics and Strategy

Clone of  IM-10536  WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
 Based on G.P. Cimellaro et al. Framework for analytical quantification of disaster resilience Engineering Structures 32 (2010) 3639–3649  paper

Based on G.P. Cimellaro et al. Framework for analytical quantification of disaster resilience Engineering Structures 32 (2010) 3639–3649 paper

WIP Map as a basis for a future simulation that extends IM-319 to include KPIs
WIP Map as a basis for a future simulation that extends IM-319 to include KPIs