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.
@LinkedIn, Twitter, YouTube
Credit Never Happened/Simulation
WIP Map as a basis for a future simulation that extends IM-319 to include KPIs
Renal Care Key Performance Indicators
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
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
Business case for investment in national eHealth Infrastructure Programs
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
From Nancy Leveson Vioxx Recall Study in CH8 Engineering a Safer World and Couturier's MIT ESD Thesis
Prescribing and Drug Recall Pressures
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
WIP Clone of Conceptualizing Capitalism Insight to summarise Thorstein Veblen's writings on the Nature of Capital and other Institutional economics concepts
Clone of Veblen Nature of Capital
WIP Reviewing past work on a dynamic computational version of clinical reasoning and judgment
Dynamic Clinical Decision Making
Adapted from Richard Normann (1991) Service Management Book Wiley Fig 14.6 p163
Service Management Moments of Truth
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
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
Business case for investment in national eHealth Infrastructure Programs
Clone of National eHealth Program Benefits
Rich Picture CLD from Yaman Barlas and Hakan Yasarcan (2008) A Comprehensive Model of Goal Dynamics in Organizations:Setting, Evaluation and Revision in Complex Decision Making Theory and Practice H. Qudrat-Ullah J.M. Spector P.I. Davidsen (Eds.) Springer 2008 available online paper
Goal Dynamics CLD
From IM-731 to navigate components of ability
Ability Launchpad
Columbia loss dynamics from FIg 13.1 Nancy Leveson's Engineering a Safer World Book
Safety and Performance Pressures NASA
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
Act collections and representations. Can you describe the differences?
Process Task Coordination
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
Clone of Individual and Collective Learning Amid Disruption
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
Example of cognitive work analysis from Hoffman on eliciting the knowledge of experts with articles around 2005 and 2017 book Minding the weather
Expert Weather Forecaster Reasoning
A simple SD model From alonge2017 health policy and planning article
Pay for Performance in Low Income Health Facilities
