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?
 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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 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

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

 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

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
 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)   YouTube Video
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)
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
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)
 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-Capa

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

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
 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

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
Based on diagrams in the NAP 2015  Report  Improving diagnosis in health care process Compare with  IM-885  Clinical judgment to provide context and and Decision Ladder  IM-689  to provide decision process task detail
Based on diagrams in the NAP 2015 Report Improving diagnosis in health care process Compare with IM-885 Clinical judgment to provide context and and Decision Ladder IM-689 to provide decision process task detail
 Jenny W. Rudolph Nelson P.Repenning Disaster Dynamics: Understanding the Role of Quantity in Organizational Collapse Administrative Science Quarterly,47(2002):1-30  paper     

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 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
WIP based on  right care series  in Lancet and OECD Tackling wasteful spending on health  book   See also Medicines pipeline IM-640
WIP based on right care series in Lancet and OECD Tackling wasteful spending on health book 
See also Medicines pipelineIM-640
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
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
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

Adapted from ​Systems approaches to public health by Alan Shiell and Penny Hawe See also  Health System Efficiency IM  and specific health outcome logic diagram  example IM
Adapted from ​Systems approaches to public health by Alan Shiell and Penny Hawe See also Health System Efficiency IM and specific health outcome logic diagram example IM
Summary of Thorstein Veblen's 1916 Book The Higher Learning in America  pdf
Summary of Thorstein Veblen's 1916 Book The Higher Learning in America pdf