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
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
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
WIP based on Geoffrey Brennan's Selection and the Currency of Reward chapter expanded from IM-396
Scholars and Expedients 2
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around Insight 619 on single and double loop learning
Clone of Organizational Traps Argyris
From NAP Toward Quality Measures for Population Health and the Leading Health Indicators Report with detailed Maternal Infant and Child Health Example Fig.3-5
Clone of Health Outcome Logic Model
From Kodama's 2018
article Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability
linked with Heifetz' Adaptive Leadership Model See also Teece's Dynamic Capability IM andExplore Exploit March IM
Holistic and Adaptive Leadership
Clone of IM-752 map for working simulation model This model is derived from 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. An expanded map is at IM-1918
Clone of Credit Never Happened
WIP based on Emery Roe's 2013 book. See also Dynamics in Action IM-3239 for more on behavior and The Art of the State IM-11962 for more on Grid-Group Cultural Theory
Clone of Managing Mess
from Teece's 2007, 2017-19 articles and see wikipedia. See also Panarchy esp Institutional Adaptive Cycles insight
Dynamic capability and performance
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around single and double loop learning picture insight
Organizational Traps Argyris
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
WIP Summary of Lisa Rosenbaum's Feb 2019 NEJM 3 articles and audiocast .
1 Divided We Fall
2 Cursed by Knowledge
3
Not My Problem Framework from Lintern 2018 article diagrams on Team cognition. See also Core theory of success IM
Medical Teamwork
Replaced by IM-752 Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf
Clone of Capability Traps
Based on G.P. Cimellaro et al. Framework for analytical quantification of disaster resilience Engineering Structures 32 (2010) 3639–3649 paper
Facilities Disaster Resilience
WIP based on Raafat Zaini's Triple Helix and PhD Colloquium and ISDC ithink models as a starting point for health care systems science modelling growth dynamics
Clone of Startup University Model
Causal Loop Rich Picture unfolding from Repenning, N. and J. Sterman (2002). Capability Traps and Self-Confirming Attribution Errors in the Dynamics of Process Improvement. Administrative Science Quarterly, 47: 265 - 295. http://jsterman.scripts.mit.edu/docs/Repenning-2002-CapabilityTraps.pdf
Clone of Capability Traps
Addition to Program Evaluation Insight based on Health System Efficiency WHO Europe 2016 publication includes vital signs
Health System Efficiency
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
Clone of The Improvement Paradox Map WIP
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
Clone of Service Quality Balancing Loops
Incorporating organizational factors into Probabilistic Risk Assessment(PRA) of complex socio-technical systems: A hybrid technique formalization Zahra Mohaghegh, Reza Kazemi, Ali Mosleh Reliability Engineering and System Safety (2009) 94 5 p1000–1018 http://www.sciencedirect.com/science/article/pii/S095183200800269X. More detailed part of Insight 1074
Clone of Performance shaping factors
