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
Hospital Early Discharge Boundaries
Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows
Individual Hospital Monthly Performance 2
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
See also evolution and brain control insight
Explore or Exploit
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
Clone of Credit Never Happened/Simulation
BUilt on IM-12140 to illustrate Strategic (blue) Tactical (orange) and Operational (yellow) time scales of decisions affecting Regional Renal Services Performance, including Workforce. Also informed by IM-318 and IM-1003
Renal Care Services Supply and Demand
Organization science 2014 article by anderson and lewis which won the 2018 Forrester award from the system dynamics society. Can add simulation experiments in separate insight using article and supplement
Individual and Collective Learning Amid Disruption
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
Clone of Credit Never Happened/Simulation
WIP Map as a basis for a future simulation that extends IM-319 to include KPIs
Renal Care Key Performance Indicators
WIP Reviewing past work on a dynamic computational version of clinical reasoning and judgment
Dynamic Clinical Decision Making
Based on G.P. Cimellaro et al. Framework for analytical quantification of disaster resilience Engineering Structures 32 (2010) 3639–3649 paper
Facilities Disaster Resilience
A simple SD model From alonge2017 health policy and planning article
Pay for Performance in Low Income Health Facilities
From IM-731 to navigate components of ability
Ability Launchpad
A work in progress conceptual model based on Using system dynamics principles for conceptual modelling of publicly funded hospitals by HJ Wong et al Journal of the Operational Research Society advance online publication, 27 April 2011 doi:10.1057/jors.2010.164. Linked concepts with annotated definitions.
ED Crowding Hospitals and Beyond Linked Concepts
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
Clone of Credit Never Happened/Simulation
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
Test ROC Curves
WIP Book Summary see blog entry Also Chuang2009 ISDC P1127 paper, Newman2017 and Edmondson2014 papers
The Fearless Organization and Psychological Safety
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.
Clone of Credit Never Happened/Simulation
Adapted from Richard Normann (1991) Service Management Book Wiley Fig 14.6 p163
Service Management Moments of Truth
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
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
Business case for investment in national eHealth Infrastructure Programs
Clone of National eHealth Program Benefits
WIP transforming Maternal and Child Health Outcome Logic Model insight into a Causal Loop Diagram
Health Outcome Logic Model to CLD
WHO and Unicef Primary health care measurement framework and indicators: monitoring health systems through a primary health care lens publication 28 Feb 2022
Primary Health Care Monitoring and Measurement Framework
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
