Business case for investment in national eHealth Infrastructure Programs

WIP Clone of Conceptualizing Capitalism Insight to summarise Thorstein Veblen's writings on the Nature of Capital and other Institutional economics concepts

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

Clone of IM-10536 WIP for LHN Individual Hospital O Month of October 2013, with joined up flows

from Teece's 2007 article and see wikipedia. See also Panarchy esp Institutional Adaptive Cycles IM-3664

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 Am J Public Health April 2015 Article  Relates to Service Identification in the Health Service Network Improvement Matrix IM

Based on G.P. Cimellaro et al. Framework for analytical quantification of disaster resilience Engineering Structures 32 (2010) 3639–3649 paper

Act collections and representations. Can you describe the differences?

Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around Insight 619 on single and double loop learning

Based on Chris Argyris 2010 Book Organizational Traps Oxford University Press, built around Insight 619 on single and double loop learning

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

Map of Geoffrey M Hodgson's 2015 Conceptualizing Capitalism book summary pdf

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.

Clone of IM-752 map for working simulation model 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. An expanded map is at IM-1918

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

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

WIP ​Book Summary see blog entry Also Chuang2009 ISDC P1127 paper, Newman2017 and Edmondson2014 papers

Clone of IM-752 map for working simulation model 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. An expanded map is at IM-1918

Clone of IM-752 map for working simulation model 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. An expanded map is at IM-1918

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

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.

WIP Variables in Report for conversion into what-if stock flow simulation for the next week.