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

WIP based on Raafat Zaini's 2015 Triple Helix article and PhD Colloquium and ISDC 2013  university growth paper ithink models as a starting point for health care systems science modelling growth dynamics

From Kodama's 2018 article Business Innovation Through Holistic Leadership‐Developing Organizational Adaptability

From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations

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

WIP Stock Flow representation of Panarchy Adaptive Cycles

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

Summary of Buchanan 2008 AJPH article

An example of capability-based Business Model transformation:

From software consulting business to software vendor business

The model idea used in the example is described in http://bit.ly/RF0jNw

Ghosts (with lighter colors than the original) are used to show which capability has been preserved in transformation (Software developers & Software development methodologies/processes)

WIP based on Raafat Zaini's 2015 Triple Helix article and PhD Colloquium and ISDC 2013  university growth paper ithink models as a starting point for health care systems science modelling growth dynamics

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 Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations

From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations

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.

Summary of Zimmerman2013 article (paywalled) Habit, custom, and power: A multi-level theory of population health. Also mapped to COM-B. See also Dynamics in action IM, PCT Double Loop Learning IM and Structure Agency framework IM

From Walrave ISDC2014 paper Counteracting the success trap in publically owned corporations

WIP Summary of Michael Thompson's Book See also Marco Verweij's 2011 book Clumsy Solutions for a Wicked World

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.

@LinkedIn, Twitter, YouTube

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

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.

An example of capability-based Business Model transformation:

An example of capability-based Business Model transformation:

Summary of several articles on social marketing