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  
Capability Roam Perspective Management Production Performance

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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Credit Never Happened/Simulation
Gene Bellinger
9
Summary of Daniel Kim's System's Thinker  article  What is your organization's core theory of success? See also Barry Richmond's  Systems Thinking Insight  and Cross Functional planning Success IM
Performance Teamwork Success Organization
Summary of Daniel Kim's System's Thinker article What is your organization's core theory of success?
Core Theory of Success
Geoff McDonnell
5
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
Planning Performance Health Care Project

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

Firefighting in Product Development
Geoff McDonnell
last month
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-Capa
Health Care Quality Capability Performance

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

Capability Traps
Geoff McDonnell
From Margaret Stringfellow's PhD thesis from Nancy Leveson's Engineering a Safer World
Governance Health Care Performance Safety Control Health System

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

Process Control Structure
Geoff McDonnell
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  
Process Improvement Performance Health Care

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

The Improvement Paradox Map WIP
Geoff McDonnell
5
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
Reliability Resilience Multiscale Decision Making Complexity Politics Safety Policy Management Performance Culture Behavior
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
Managing Mess
Geoff McDonnell
4
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
Performance Hospital Regional Health Care Patient Flow Services
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
City Hospital Performance over 5 years
Geoff McDonnell
2 months ago
WIP for LHN Individual Hospital O Month of October 2013 linking monthly NWAUs and same and overnight activities from ED and Elective Surgery (ES)
Services Health Care Pricing Hospital Performance Regional Patient Flow IHPA
WIP for LHN Individual Hospital O Month of October 2013 linking monthly NWAUs and same and overnight activities from ED and Elective Surgery (ES)
Individual Hospital Monthly Performance
Geoff McDonnell
A simple SD model ​From alonge2017 health policy and planning  article
Funding Health Care Services Performance Quality Clinical Care
A simple SD model ​From alonge2017 health policy and planning article
Pay for Performance in Low Income Health Facilities
Geoff McDonnell
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
Hospital Health Care Regional Patient Flow Performance Services
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
Hospital Seasonal ED and Ward Flow Improvement
Geoff McDonnell
Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27
Performance Control Quality Services Health Care Economics Governance

Regulation of resource allocation to service in response to service quality. A non-price-mediated resource allocation system. From Sterman JD Business Dynamics p172 Fig 5-27

Service Quality Balancing Loops
Geoff McDonnell
4
An example of why it's so critical to understand where the boundaries are when considering a system. (developed from Eric Wolstenholme's Archetype examples by Gene Bellinger) YouTube Video
Roam Archetype Hospital EricW Performance Patient Flow Health Care
An example of why it's so critical to understand where the boundaries are when considering a system. (developed from Eric Wolstenholme's Archetype examples by Gene Bellinger)
Hospital Early Discharge Boundaries
Gene Bellinger
last month
From PLOS One  Article  April 2012 Worni, M et al System Dynamics to Model the Unintended Consequences of Denying Payment for Venous Thromboembolism after Total Knee Arthroplasty
Safety Policy Funding Clinical Care Surgery Quality Performance Unintended Consequences Health Care
From PLOS One Article April 2012 Worni, M et al System Dynamics to Model the Unintended Consequences of Denying Payment for Venous Thromboembolism after Total Knee Arthroplasty
Payment Policy Unintended Consequences
Geoff McDonnell
Jenny W. Rudolph Nelson P.Repenning Disaster Dynamics: Understanding the Role of Quantity in Organizational Collapse Administrative Science Quarterly,47(2002):1-30  paper    
Performance Resilience Services Organization Health Care Stress Work

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

Disaster Dynamics
Geoff McDonnell
Grid-Group Culture applied to Public Management WIP 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
Group Management Performance Behavior Culture Safety Resilience Grid Politics Reliability Policy
Grid-Group Culture applied to Public Management WIP 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
The Art of the State
Geoff McDonnell
Based on diagrams in the NAP 2015  Report  Improving diagnosis in health care process Compare with  IM-885  Clinical judgment to provide context and and Decision Ladder  IM-689  to provide decision process task detail
Diagnosis Decision Making Health Care Clinical Care Performance Investigation
Based on diagrams in the NAP 2015 Report Improving diagnosis in health care process Compare with IM-885 Clinical judgment to provide context and and Decision Ladder IM-689 to provide decision process task detail
Improving the diagnostic process
Geoff McDonnell
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around single and double loop learning picture insight
Performance Rhetoric Learning Organization Health Care Behavior
Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around single and double loop learning picture insight
Organizational Traps Argyris
Geoff McDonnell
3 last month
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
Performance Health Care University Organization Workforce Education Capability
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
Startup University Model
Geoff McDonnell
5
Adapted from ​Systems approaches to public health by Alan Shiell and Penny Hawe See also Health System Efficiency IM  and specific health outcome logic diagram  example IM
Public Health Performance Value Evaluation Health Care Program
Adapted from ​Systems approaches to public health by Alan Shiell and Penny Hawe See also Health System Efficiency IM and specific health outcome logic diagram example IM
Program Evaluation
Geoff McDonnell
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
Regional Child Prevention Program Health Framework Capability Social Performance Population Health System
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

Health Outcome Logic Model
Geoff McDonnell
3
Summary of Thorstein Veblen's 1916 Book The Higher Learning in America  pdf
Learning Organization University Methods Inquiry Education Performance
Summary of Thorstein Veblen's 1916 Book The Higher Learning in America pdf
Higher Learning
Geoff McDonnell
Map of Geoffrey M Hodgson's 2015 Conceptualizing Capitalism  book summary pdf   with other ideologies added sept 2021 from new politics website
Concept Hodgson Economics Organization Performance Society Politics Institutional Capital Ideology
Map of Geoffrey M Hodgson's 2015 Conceptualizing Capitalism book summary pdf  with other ideologies added sept 2021 from new politics website
Capitalism and Ideologies
Geoff McDonnell
3
WIP based on  right care series  in Lancet and OECD Tackling wasteful spending on health  book   See also Medicines pipeline IM-640
Economics Value Prevention Services Waste Health Care Efficiency Performance Quality
WIP based on right care series in Lancet and OECD Tackling wasteful spending on health book 
See also Medicines pipelineIM-640
Health care waste and overuse
Geoff McDonnell