Detail from Incorporating organizational factors into Probabilistic Risk Assessment(PRA) of complex socio-technical systems: A hybrid technique formalization article. See full overview at  insight 

Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows

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

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

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

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

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.

WIP Map as a basis for a future simulation that extends IM-319 to include KPIs

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

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

WIP Reviewing past work on a dynamic computational version of clinical reasoning and judgment

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

A simple SD model ​From alonge2017 health policy and planning article

WIP ​Book Summary see blog entry Also Chuang2009 ISDC P1127 paper, Newman2017 and Edmondson2014 papers

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

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

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.

Adapted from Richard Normann (1991) Service Management Book Wiley Fig 14.6 p163

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

Business case for investment in national eHealth Infrastructure Programs

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

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 Am J Public Health April 2015 Article  Relates to Service Identification in the Health Service Network Improvement Matrix IM