Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
Individual Hospital Monthly Performance 2
A simple SD model From alonge2017 health policy and planning article
Pay for Performance in Low Income Health Facilities
Based on G.P. Cimellaro et al. Framework for analytical quantification of disaster resilience Engineering Structures 32 (2010) 3639–3649 paper
Facilities Disaster Resilience
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
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
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
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
From Nancy Leveson Vioxx Recall Study in CH8 Engineering a Safer World and Couturier's MIT ESD Thesis
Prescribing and Drug Recall Pressures
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
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
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
WIP Map as a basis for a future simulation that extends IM-319 to include KPIs
Renal Care Key Performance Indicators
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
Adapted from Richard Normann (1991) Service Management Book Wiley Fig 14.6 p163
Service Management Moments of Truth
Business case for investment in national eHealth Infrastructure Programs
Clone of National eHealth Program Benefits
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
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
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
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
WIP Book Summary see blog entry Also Chuang2009 ISDC P1127 paper, Newman2017 and Edmondson2014 papers
The Fearless Organization and Psychological Safety
Map of Geoffrey M Hodgson's 2015 Conceptualizing Capitalism book summary pdf with other ideologies added sept 2021 from new politics website
Clone of Capitalism and Ideologies
Business case for investment in national eHealth Infrastructure Programs
National eHealth Program Benefits
