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.
An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org
Clone of Credit Never Happened/Simulation
WHO and Unicef Primary health care measurement framework and indicators: monitoring health systems through a primary health care lens publication 28 Feb 2022
Primary Health Care Monitoring and Measurement Framework
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
Improving the diagnostic process
WIP Book Summary see blog entry Also Chuang2009 ISDC P1127 paper, Newman2017 and Edmondson2014 papers
The Fearless Organization and Psychological Safety
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
Payment Policy Unintended Consequences
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.
Credit Never Happened Simulation
A work in progress conceptual model based on Using system dynamics principles for conceptual modelling of publicly funded hospitals by HJ Wong et al Journal of the Operational Research Society advance online publication, 27 April 2011 doi:10.1057/jors.2010.164. Linked concepts with annotated definitions.
ED Crowding Hospitals and Beyond Linked Concepts
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
Scholars and Expedients 1
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.
An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org
Clone of Credit Never Happened/Simulation
Unfolding WIP of Eric Wolstenholme's explanation of hospital congestion from March 2022 Youtube video and online stella presentation. Use of cascading interlinked archetypes. See Kumu version, early discharge boundaries IM for an earlier version and Generic Archetypes IM from Gene and Simpler Version IM
Hospital congestion cascading archetypes
Summary of Thorstein Veblen's 1916 Book The Higher Learning in America pdf
Higher Learning
From Nancy Leveson Vioxx Recall Study in CH8 Engineering a Safer World and Couturier's MIT ESD Thesis
Prescribing and Drug Recall Pressures
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.
An element of The Perspectives Project at Credit Never Happened at SystemsWiki.org
Clone of Credit Never Happened/Simulation
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
Hospital Early Discharge Boundaries
WIP Map as a basis for a future simulation that extends IM-319 to include KPIs
Renal Care Key Performance Indicators
From IM-731 to navigate components of ability
Ability Launchpad
WIP Clone of IM-9085 for multiscale frameworks based on ecography article. Vital Signs From NAP Toward Quality Measures for Population Health and the Leading Health Indicators Report WHO NCD Framework picture and IHI Whole system measures 2.0 (Added Nov 2016)
Multiscale Health Processes and Patterns
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.
Clone of Credit Never Happened/Simulation
Test Sensitivity and Specificity see ROC wikipedia and Tom Fawcett's 2006 article introduction to ROC Analysis, Can be linked to Brunswik Lens IM-1401
Test ROC Curves
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
See also evolution and brain control insight
Explore or Exploit
Business case for investment in national eHealth Infrastructure Programs
National eHealth Program Benefits
Business case for investment in national eHealth Infrastructure Programs
Clone of National eHealth Program Benefits
Adapted from Richard Normann (1991) Service Management Book Wiley Fig 14.6 p163
Service Management Moments of Truth
Map of Geoffrey M Hodgson's 2015 Conceptualizing Capitalism book summary pdf with other ideologies added sept 2021 from new politics website
Capitalism and Ideologies
