From David Rees PhD dissertation "Developing a Theory of Implementation for Better Chronic Health Management" Health Services Research Centre, Victoria University of Wellington, New Zealand

From A Philosophical Basis of Medical Practice Toward a Philosophy and Ethic of the Healing Professions Edmund D Pellegrino David C Thomasma OUP Oxford 1981 Ch6 The Anatomy of Clinical Judgments p119-152 Note judgments have consequences of action, decisions can separate out the knowledge used. 

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

WIP Based on Sheldrick Implementation science 2016 article A system dynamics model of clinical decision thresholds for the detection of developmental-behavioral disorders. Vensim model modified to show patterns

 

Broad and detailed Linked concept version of Tanner's Clinical Judgment Model, with the addition of clinical reasoning cycle concepts from T Levett-Jones et al Nurse Education Today 30 (2010) 515-520 and Kathie Lasater (2007) Clinical Judgment Development: Using Simulation to Create an Assessment Rubric. Journal of Nursing Education 46(11)p 496-503

Modified from Mark Paich et al. 's book: Pharmaceutical product strategy. Fig 4.7 p 69. It formed the basis of a hypertension intervention discussion Aug-Sept 2010

Rich picture version of Tanner's Clinical Judgment Model, with the addition of clinical reasoning cycle concepts from T Levett-Jones et al Nurse Education Today 30 (2010) 515-520

Hypertension Generic Patient Flow Causal Loop Diagram version of Insight 305

Jack Homer's model via ithink and Mark Heffernan.  From Jack's  paper Worker burnout: a dynamic model with implications  for prevention and control System Dynamics Review 1985 1(1)42-62. See IM-641 for the Causal loop diagram

A generic stock and flow map of Cancer Screening and Treatment. See also IM-1525 for a specific Prostate PSA Map and Reference  See IM-107014 for a more detailed prostate cancer specific map 

Rich picture version of Tanner's Clinical Judgment Model, with the addition of clinical reasoning cycle concepts from T Levett-Jones et al Nurse Education Today 30 (2010) 515-520

Modified from Mark Paich et al. 's book: Pharmaceutical product strategy. Fig 4.7 p 69. It formed the basis of a hypertension intervention discussion Aug-Sept 2010

From Gooch 2011 article JAMIA  Computerization of workflows, guidelines, and care pathways: a review of implementation challenges for process-oriented health information systems  Relevant to Learning insight and Problem Knowledge Coupler insight 

Hypertension Generic Patient Flow Causal Loop Diagram version of Insight 305

From David Rees PhD dissertation "Developing a Theory of Implementation for Better Chronic Health Management" Health Services Research Centre, Victoria University of Wellington, New Zealand

From David Rees PhD dissertation "Developing a Theory of Implementation for Better Chronic Health Management" Health Services Research Centre, Victoria University of Wellington, New Zealand

Hypertension Generic Patient Flow Causal Loop Diagram version of Insight 305

Clone of IM-11079 ED Model for Daily ED Performance with 2 areas again, as in the previous IM-10571. Focus on shift performance by Specialist.

Jack Homer's model via ithink and Mark Heffernan.  From Jack's  paper Worker burnout: a dynamic model with implications  for prevention and control System Dynamics Review 1985 1(1)42-62. See IM-641 for the Causal loop diagram

Rich picture version of Tanner's Clinical Judgment Model, with the addition of clinical reasoning cycle concepts from T Levett-Jones et al Nurse Education Today 30 (2010) 515-520

Hypertension Generic Patient Flow Causal Loop Diagram version of Insight 305

Simplest ED Model for Daily ED Performance with 1 ED area rather than 2 in IM-10571. Currently runs over a weekend and calibrated roughly to Weekend Data. ED completion rate may be better as a converter.

Modified from Mark Paich et al. 's book: Pharmaceutical product strategy. Fig 4.7 p 69. It formed the basis of a hypertension intervention discussion Aug-Sept 2010

   When patient census is low the hospital decreases staff. In addition to staff shortage they implement new protocol to attempt to reduce incidents. However, this act aggravates patients, decreases staff productivity, causes injuries, and decreases overall productivity.