Clone of  IM-10536  WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
Services Health Care Hospital Regional Performance Patient Flow
Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
Individual Hospital Monthly Performance 2
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Business case for investment in national eHealth Infrastructure Programs
Regional Performance Supply Information EHealth Health Care
Business case for investment in national eHealth Infrastructure Programs
National eHealth Program Benefits
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WIP transforming Maternal and Child Health Outcome Logic Model insight  into a Causal Loop Diagram
Regional Child Prevention Program Health Framework Capability Social Performance Population Health System CLD
WIP transforming Maternal and Child Health Outcome Logic Model insight into a Causal Loop Diagram
Health Outcome Logic Model to CLD
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BUilt on IM-12140 to illustrate Strategic (blue) Tactical (orange) and Operational (yellow) time scales of decisions affecting Regional Renal Services Performance, including Workforce. Also informed by IM-318 and IM-1003
Services Workforce Regional Performance Kidney Chronic Disease Health Care
BUilt on IM-12140 to illustrate Strategic (blue) Tactical (orange) and Operational (yellow) time scales of decisions affecting Regional Renal Services Performance, including Workforce. Also informed by IM-318 and IM-1003
Renal Care Services Supply and Demand
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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  
Perspective Management Performance Production Capability

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
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Organization science 2014  article  by anderson and lewis which won the 2018 ​Forrester award from the system dynamics society. Can add simulation experiments in separate insight using article and supplement
Knowledge Learning Disruption Innovation Behavior Organization Performance Memory Work Organisational Learning Systems Science
Organization science 2014 article by anderson and lewis which won the 2018 ​Forrester award from the system dynamics society. Can add simulation experiments in separate insight using article and supplement
Individual and Collective Learning Amid Disruption
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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  
Production Perspective Capability Management Performance

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
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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
ROC Clinical Care Diagnosis Screening Test Health Care Decision Making Performance Investigation
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
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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
Public Health Performance Value Evaluation Health Care Program
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
Program Evaluation
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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 defini
Emergency Services Patient Flow Performance Concept Health Care Hospital

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
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3
WIP Map as a basis for a future simulation that extends IM-319 to include KPIs
Performance Chronic Disease Health Care Kidney
WIP Map as a basis for a future simulation that extends IM-319 to include KPIs
Renal Care Key Performance Indicators
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WIP Reviewing past work on a dynamic computational version of clinical reasoning and judgment
Clinical Care Diagnosis Behavior Inference Decision Making Health Care Cognition Performance Knowledge Learning
WIP Reviewing past work on a dynamic computational version of clinical reasoning and judgment
Dynamic Clinical Decision Making
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3 months ago
A simple SD model ​From alonge2017 health policy and planning  article
Funding Health Care Services Performance Quality Clinical Care
A simple SD model ​From alonge2017 health policy and planning article
Pay for Performance in Low Income Health Facilities
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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 Si
Health Care Patient Flow Hospital Performance Archetype EricW
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
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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  
Performance Management Capability Production Perspective

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
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Based on G.P. Cimellaro et al. Framework for analytical quantification of disaster resilience Engineering Structures 32 (2010) 3639–3649  paper
Behavior Hospital Disaster Performance Health Care Resilience Methods

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

Facilities Disaster Resilience
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WIP ​Book Summary see  blog entry  Also Chuang2009 ISDC P1127 paper, Newman2017 and Edmondson2014 papers
Learning Edmondson Psychology Organization Book Safety Performance
WIP ​Book Summary see blog entry Also Chuang2009 ISDC P1127 paper, Newman2017 and Edmondson2014 papers
The Fearless Organization and Psychological Safety
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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  
Performance Production Capability Perspective Management

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
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Adapted from Richard Normann (1991) Service Management  Book  Wiley Fig 14.6 p163
Health Care Services Performance
Adapted from Richard Normann (1991) Service Management Book Wiley Fig 14.6 p163
Service Management Moments of Truth
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3
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
Diagnosis Decision Making Health Care Clinical Care Performance Investigation
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
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3 months ago
Business case for investment in national eHealth Infrastructure Programs
Regional Performance EHealth Supply Information Health Care
Business case for investment in national eHealth Infrastructure Programs
Clone of National eHealth Program Benefits
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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
Performance Control Quality Services Health Care Economics Governance

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

Service Quality Balancing Loops
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4
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  
Process Improvement Performance Health Care

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

The Improvement Paradox Map WIP
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5
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
Safety Policy Funding Clinical Care Surgery Quality Performance Unintended Consequences Health Care
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
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