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

A simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

From MIT ESD work (de Weck Ilities ) esp on Survivability (Medecki) http://bit.ly/HVsceb and Unarticulated Value (Ross) 2006 PhD pdf

WIP Stock Flow representation of Panarchy Adaptive Cycles

From Jennifer Prah Ruger (2010) Health Capability Conceptualization and Operationalization Am J Public Health 100 p41-49 available from SSRN  Extended slightly in IM-791 so use of this is deprecated.

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. Compare with WHO NCD Framework picture and IHI Whole system measures 2.0 (Added Nov 2016) See CLD conversion insight

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 

Mental Health Platform Post-Covid June 2021 including revisiting Wiser Health Decisions

A simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

Replaced by Map at IM-1918 WIP Clone of IM-752 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 with Intent Act Effect and Mental models added to show double loop learning IM-619 with IM-897 and IM-1897 ideas. http://bit.ly/jCXGKL Replaced by PCT view at IM-9273

Replaced by IM-9781 Clone of IM-752 map for working simulation model This model is derived from "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.

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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A simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

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

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

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

From Jennifer Prah Ruger (2010) Health Capability Conceptualization and Operationalization Am J Public Health 100 p41-49 available from SSRN. Extends Insight 779 with Dahlgren and Whitehead's Sunrise Diagram of Social Determinants of Health added. See also wikipedia Capability Approach

A simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

From IM-731 to navigate components of ability

From MIT ESD work (de Weck Ilities ) esp on Survivability (Medecki) http://bit.ly/HVsceb and Unarticulated Value (Ross) 2006 PhD pdf

A simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

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 simple generic rich picture view of interactions among concerned people with needs services and resources and abilities (including learning), which can be used as a pattern for many individual health care insights.

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.