Causal Loop Rich Picture unfolding from REPENNING, N. P. & STERMAN, J. D. (2001) Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Process Improvement. California Management Review 43, 64-88 http://web.mit.edu/nelsonr/www/Repenning%3DSterman_CMR_su01_.pdf
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
WIP Patient Flow improvement strategies for a City Hospital with 3 years historical data and two year planning horizon. Built after a Generic Teaching Hospital Model IM-10346 A simplified stock flow map is at IM-399
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
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
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.
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.
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.
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.
WIP Patient Flow improvement strategies for a City Hospital with 3 years historical data and two year planning horizon. Built after a Generic Teaching Hospital Model IM-10346 A simplified stock flow map is at IM-399
