We need a conceptual framework that situates health performance management within complex adaptive systems. This is a summary of an important paper by Tom Newton-Lewis et al. It describes such a conceptual framework that identifies the factors that determine the appropriate balance between directive and enabling approaches to performance management in a given context.

In the realm of classical music, the orchestra stands as a formidable emblem of aesthetic grandeur and refinement. However, beneath the veneer of sophistication lies a deeply entrenched system that stymies the potential for creative exploration and spontaneity.

In 1973, Horst W.J. Rittel and Melvin M. Webber, two Berkeley professors, published an article in Policy Sciences introducing the notion of “wicked” social problems. The article, “Dilemmas in a General Theory of Planning,” named 10 properties that distinguished wicked problems from hard but ordinary problems. There is no definitive formulation of a wicked problem.

This is my presentation on 19 June 2014 at the Scaling corporate learning online symposium organized by George Siemens and hosted by Corp U.

Scale : Predictions over the impact of climate change and globalization suggest that we will see more frequent disasters in a greater number of countries, along with more civil unrest in those states less able to cope with this rapidly changing environment, all generating a greater demand for humanitarian and development assistance (cf. Walker, P., Russ, C., 2012.

Donella H. Meadows wrote the following simple, eloquent description of a system: “A system isn’t just any old collection of things. A system must consist of three kinds of things: elements, interconnections, and a function or purpose. A system is an interconnected set of elements that is coherently organized in a way that achieves something. The behavior of a system cannot be known just by knowing the elements of which the system is made.