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

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

Map of Geoffrey M Hodgson's 2015 Conceptualizing Capitalism book summary pdf  with other ideologies added sept 2021 from new politics website

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

Summary of Daniel Kim's System's Thinker article What is your organization's core theory of success?

Grid-Group Culture applied to Public Management based on Christopher Hood's 1998 book. plus excerpts from Schwartz and Thompson's 1990 Book Divided we stand. See also Managing Mess IM-11581 and FourCultures Blog and Wikipedia Cultural Theory of Risk

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

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

Rich picture version of causal loop diagram for medication errors, showing the importance of reporting, analyzing and fixing knowledge and process errors. Medication errors will tend to grow due to the use of more medications in more complex patients. This is exacerbated by the loss of staff knowledge by turnover and goal erosion in places with harmful errors.

WIP Simplified Patient Flow map of features in a SD simulation model of performance of a City Hospital over 5 years. Built after a Regional 20 year planning model IM-10290 The simulation is a large ithink model built by Mark Heffernan

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

WIP for regional integration based on NHPA and IHPA activities in Australia

Addition to Program Evaluation Insight based on Health System Efficiency WHO Europe 2016 publication includes vital signs

Jenny W. Rudolph Nelson P.Repenning Disaster Dynamics: Understanding the Role of Quantity in Organizational Collapse Administrative Science Quarterly,47(2002):1-30 paper  

Simple exposition of going solid article by Cook and Rasmussen 2005 after reading p156 section 4.1 of Modelling in Healthcare by CSMG See also Resilience Cs IM

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

Effect of rewards on the selection promotion and retirement of scholars in universities. Based on Geoffrey Brennan's Selection and the Currency of Reward chapter10 in The Theory of Institutional Design ed. RG Goodwin Cambridge University Press 1996 See also IM-2016

From FIg.2 Past the Tipping Point:THe Persistence of Firefighting in Product Development by Nelson Repenning, Paulo Goncalves and Laura Black. Calif. Mgt. Review 43(4) p44-63 (2001). Also  From William E. Novak and  Linda Levine CMU SEI Sept 2010 Success in Acquisition: Using Archetypes to Beat the Odds paper and see webpage

Summary of Thorstein Veblen's 1916 Book The Higher Learning in America pdf

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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Business case for investment in national eHealth Infrastructure Programs