All Models Are Wrong, Some Are Useful . . .
One potential danger of models is cognitive bias, or functional fixedness, demonstrated in the classical "candle case" by Karl Duncker.
Alternate model study guide, with big thanks to Jenny Hayes
EconTalk podcast regarding importance of choosing models ex ante and statistical significance.
Kissick's Iron Triangle
Adapted from course notes
Health Care Parity Model
The Managed Care Quaternion Model; adapted from Coppola et al., in Kongstvedt 2007
Porter's Five Forces
Adapted from Porter ME. (2008) The Five Competitive Forces that Shape Strategy. Harvard Business Review. January. 78-93.
Donabedian Model
Adapted from class notes
Health Policy Making Model
The window of opportunity, adapted from Longest and course notes
Access to Care
Aday, L. A., & Andersen, R. (1974). A framework for the study of access to medical care. Health Services Research, 208-220.
Epidemiology Triangle
Adapted from course notes
Financing Health Care Model
Adapted from course notes
Quad Function Model of Financing Health Care
Adapted from Shi & Singh, Delivering Health Care in America: A Systems Approach, 6th ed.
Adapted from course notes:
o Financing - buying insurance or paying for health services consumed
o Delivery(providers) - entity that delivers healthcare and receives insurance payment for those services
o Insurance - to protect against catastrophic risk, determines the services an individual is eligible to receive
o Payment (reimbursement) - funds distributed from insurance premiums to providers for services rendered
Adapted from course notes:
o Financing - buying insurance or paying for health services consumed
o Delivery(providers) - entity that delivers healthcare and receives insurance payment for those services
o Insurance - to protect against catastrophic risk, determines the services an individual is eligible to receive
o Payment (reimbursement) - funds distributed from insurance premiums to providers for services rendered
Andersen & Newman Characteristics of the Patient Model
Andersen, R., & Newman, J. F. (1973). Societal and individual determinants of medical care utilization in the United States. The Milbank Memorial Fund Quarterly. Health and Society, 51(1), 95-124. doi:10.1111/j.1468-0009.2005.00428.x
World Health Organization Determinants of Health Model
Adapted from course notes
Baylor 7-Step Clinical Decision Making Model
Adapted from course notes
Baylor 7-Step Organizational Decision Making Model
Adapted from course notes
Weber's (Modified) Ethical Decision Making Model
Weber, L.J. (2010) Business Ethics in Healthcare: Beyond Compliance. Indiana University Press. Adapted from Cruz, S (2003).
Bioethics Model
Adapted from class notes
National Response Framework
Adapted from FEMA
Impossible Trinity
Adapted from course notes
Additional information from Wikipedia
Additional information from Wikipedia
MHS Quadruple Aim
Adapted from course notes
Bloom's Taxonomy
More information available from:
Jack Milgram (Excellent blog post specific to improving studying)
Vanderbilt University
Jack Milgram (Excellent blog post specific to improving studying)
Vanderbilt University
International Business Strategy
Adapted from:
International Business: Competing in the Global Marketplace, 8th ed. Hill, C.W. 2011. McGraw-Hill Irwin. New York, NY.
International Business: Competing in the Global Marketplace, 8th ed. Hill, C.W. 2011. McGraw-Hill Irwin. New York, NY.
Tuckman's Model of Group Formation
Strategic Management Model
Strategic Thinking - an intellectual orientation, a way of thinking or mindset
Strategic Planning - the periodic process of creating organizational momentum
Managing Strategic Momentum - a philosophy and process of continuously leading and managing an organization using strategic thinking and periodic strategic planning
Adapted from course notes
Strategic Planning - the periodic process of creating organizational momentum
Managing Strategic Momentum - a philosophy and process of continuously leading and managing an organization using strategic thinking and periodic strategic planning
Adapted from course notes
LTC Kim's Model for Strategic Management
Adapted from course notes
High Reliability Organizations (HRO)
1. Preoccupation with failure
2. Refusal to simplify 3. Sensitivity to operations 4. Commitment to resilience 5. Deference to expertise "collective mindfulness" *based on Weick KE and Sutliffe KM. 2007. Managing the Unexpected. 2nd ed. San Francisco: Jossey-Bass. |
Getting to HRO status will require:
1. Leadership commitment to zero patient harm 2. Incorporation of all principles and practices of a safety culture throughout the organization 3. Widespread adoption and deployment of the most effective process improvement tools (Robust Process Improvement - Six Sigma, Lean, and Change Management) and methods *based on Chassin MR and Loeb JM. 2013. High-Reliability Health Care: Geting There from Here. Milbank Quarterly. 91(3):459-490. |
Dreyfus Model of Skills Acquisition
wikipedia information
wikipedia information
This one is the token "not even useful" model
Adapted from Glass and McAtee