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.

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WIP Variables in Report for conversion into what-if stock flow simulation for the next week.

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

A causation loop on how administration micromanagement effects teacher morale and thus teacher performance.

From NAP Report May 2015 Vital Signs Core Metrics for Health and Health Care Progress

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

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

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

WIP for LHN Individual Hospital O Month of October 2013 linking monthly NWAUs and same and overnight activities from ED and Elective Surgery (ES)

Work in Progress

Based on Emery Roe's Nov 2024 Pastoralists presentation slides posted on his mess and reliability blog When Complex is as Simple as it gets..

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

From Margaret Stringfellow's PhD thesis from Nancy Leveson's Engineering a Safer World

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

model

model

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

Coping but not coping in health and social care: masking the reality of running organisations beyond safe design and surge capacity. An updated version of the 2007 insight based on NHS teaching experience. See also the cascading interlinked archetypes 2022 insight CLD version of hospital congestion

WIP based on Jim Rogers Services Matrix See also rearranged version around service life cycle IM

Based on Emery Roe (2023) When Complex is as Simple as it Gets: Guide for Recasting Policy and Management in the Anthropocene, IDS Working Paper 589, Brighton: Institute of Development Studies and blog 

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

Based on Emery Roe (2023) When Complex is as Simple as it Gets: Guide for Recasting Policy and Management in the Anthropocene, IDS Working Paper 589, Brighton: Institute of Development Studies and blog 

Queensland Health Clinical Services Planning Project WIP commencing March 2018

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