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Coping but not coping in health and social care: masking the reality of running organisations beyond safe design capacity
16 references·0 citing·48 second hop
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References

  • 2000Business Dynamics: Systems Thinking and Modeling for a Complex World9,353 cited
  • 1994The Fifth Discipline Fieldbook1,111 cited
  • 2006System Dynamics Modeling for Public Health: Background and Opportunities981 cited
  • 2001Gaining from Green Management: Environmental Management Systems inside and outside the Factory540 cited
  • 2001Cutting Corners and Working Overtime: Quality Erosion in the Service Industry479 cited
  • 1997Unanticipated Side Effects of Successful Quality Programs: Exploring a Paradox of Organizational Improvement361 cited
  • 2001Nobody Ever Gets Credit for Fixing Problems That Never Happened: Creating and Sustaining Process Improvement336 cited
  • 2001Understanding fire fighting in new product development⋆255 cited
  • 2001A Framework for Analyzing Environmental Voluntary Agreements218 cited
  • 2004Using generic system archetypes to support thinking and modelling193 cited
  • 1996Why we iterate: scientific modeling in theory and practice167 cited
  • 2004Models for collaboration: how system dynamics helped a community organize cost‐effective care for chronic illness147 cited
  • 1999Using system dynamics to help develop and implement policies and programmes in health care in England146 cited
  • 2001Past the Tipping Point: The Persistence of Firefighting in Product Development

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140 cited
  • 1993A Case Study in Community Care Using Systems Thinking91 cited
  • 2004Modelling the feedback effects of reconfiguring health services79 cited
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