scholarly journals Agile Innovation to transform healthcare: innovating in complex adaptive systems is an everyday process, not a light bulb event

2021 ◽  
pp. bmjinnov-2020-000574
Author(s):  
Richard J Holden ◽  
Malaz A Boustani ◽  
Jose Azar
Keyword(s):  
Project Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Design Thinking ◽  
Healthcare Delivery ◽  
Light Bulb ◽  
Innovation Development ◽  
Agile Project Management ◽  
Complex Adaptive ◽  
Behavioural Sciences

Innovation is essential to transform healthcare delivery systems, but in complex adaptive systems innovation is more than ‘light bulb events’ of inspired creativity. To achieve true innovation, organisations must adopt a disciplined, customer-centred process. We developed the process of Agile Innovation as an approach any complex adaptive organisation can adopt to achieve rapid, systematic, customer-centred development and testing of innovative interventions. Agile Innovation incorporates insights from design thinking, Agile project management, and complexity and behavioural sciences. It was refined through experiments in diverse healthcare organisations. The eight steps of Agile Innovation are: (1) confirm demand; (2) study the problem; (3) scan for solutions; (4) plan for evaluation and termination; (5) ideate and select; (6) run innovation development sprints; (7) validate solutions; and (8) package for launch. In addition to describing each of these steps, we discuss examples of and challenges to using Agile Innovation. We contend that once Agile Innovation is mastered, healthcare delivery organisations can habituate it as the go-to approach to projects, thus incorporating innovation into how things are done, rather than treating innovation as a light bulb event.

scholarly journals Holonic Handling the Unexpected in Project Management

2017 ◽  
Vol 2 (1) ◽  
pp. 137-143
Author(s):  
Levente Bakos ◽  
Dănuț Dumitrașcu
Keyword(s):  
Risk Assessment ◽  
Project Management ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Complex Adaptive System ◽  
Project Team ◽  
Abductive Reasoning ◽  
Multi Agent Systems ◽  
Complex Adaptive ◽  
Known Unknowns

Abstract Risk assessment is one the key activities of any project. The unexpected situations can have catastrophic consequences. Risk assessment tries to estimate to potential known unknowns, but there is no guarantee to foresee all circumstances around a project. In this situation the project team must be adaptive and find solutions by cooperation, creativity and abductive reasoning. In the paper we tried to analyse on what extent a project and a project team can be handled as a complex adaptive system. More precisely, how the scientific and practical achievements of the theory of complex adaptive systems (CAS) can be used in project management. More exactly, we analyse the applicability of the Holonic Multi-Agent Systems in risk management of the projects. We consider the way in which holons handle the unexpected situations can be a model in project management.

Capacity development through international projects: a complex adaptive systems perspective

2016 ◽  
Vol 9 (3) ◽  
pp. 528-545 ◽  
Author(s):  
Peter McEvoy ◽  
Malcolm Brady ◽  
Ronaldo Munck
Keyword(s):  
Project Management ◽  
International Development ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Capacity Development ◽  
Theory And Practice ◽  
Development Projects ◽  
Content Type ◽  
Complex Adaptive ◽  
Donor Agencies

Purpose – International development practice has had as its dominant paradigm the rational-analytic model of project planning, management and evaluation. This is reflected in the widespread adoption by donor agencies of results-based management (RBM), side by side with conventionally used tools for monitoring and evaluation (including logical framework analysis (“logframe”), logic model and results frameworks). Donor agencies rely upon such tools to generate the evidence base for measuring “success” across the spectrum of their work, even though projects differ enormously in their nature, scope and time-span. Process-led capacity development projects and input-led infrastructural or straightforward service delivery projects require very different yardsticks of performance monitoring and appraisal. Drawing on insights from the complex adaptive systems (CAS) literature, the purpose of this paper is to explore how projects focused on capacity development necessitate a more eclectic approach, including – but not restricted to – RBM methodology. Design/methodology/approach – Using the insights of CAS theory, and with particular reference to projects which have capacity development as their prime focus, this paper explores a broadening of conventional project management practices. Findings – The paper posits an integrative approach to managing international development projects focused on capacity development – one which would recognise the values of instrumental utility and goal-setting associated with the application of the tools of RBM, while situating that within a more open, system focused and holistic approach to projects and their outcomes, placing emphasis on context, adaptability and learning. Research limitations/implications – The research enquiry presented is discursive rather than empirical, and builds on established theory and constructs of three distinct conceptual fields: first, the RBM approach to project and programme implementation; second, the “complexity” strand of organisational management literature; and third, the capacity development strand of international development discourse. Originality/value – The paper intersects disciplinary boundaries between project management, organisational studies and international development theory and practice.

scholarly journals Sustainability in Community Building: Framing Design Thinking Using a Complex Adaptive Systems Perspective

2020 ◽  
Vol 12 (16) ◽  
pp. 6679
Author(s):  
Tao Shen ◽  
Chan Gao
Keyword(s):  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Design Thinking ◽  
Community Building ◽  
Building Design ◽  
Body Of Knowledge ◽  
Agent Interaction ◽  
Complex Adaptive ◽  
New Community ◽  
Design Ideas

Complex adaptive systems (CAS) theory is acquiring mainstream recognition in sustainable community building. In this paper, we bring the applicability of CAS theory into sharper focus, highlighting its potential for integrating complexity and adaptivity of community into a structured body of knowledge while also providing a thought pattern for generating, implementing and validating new design ideas. Therefore, this paper aims to propose a framework of design thinking that uses a CAS perspective to aid designers in conceiving new community building design ideas efficiently. Next, this paper presents the results of a cognitive design experiment where functional magnetic resonance imaging (fMRI) and extended protocol analysis methods were combined to examine the validities of the proposed design thinking framework in community building. The results show that the Agent-Interaction-Adaptation (AIA) design thinking framework has the ability to promote designers’ extension of idea space, brain activation and idea quality in contrast to a traditional design thinking framework, but it did not significantly increase the designers’ idea quantity.

scholarly journals Better and fulfilling healthcare at lower costs: The need to manage health systems as complex adaptive systems

F1000Research ◽  
2019 ◽  
Vol 8 ◽  
pp. 789 ◽  
Author(s):  
Joachim P. Sturmberg ◽  
Johannes Bircher
Keyword(s):  
Health Care ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Complex Adaptive System ◽  
Healthcare Delivery ◽  
Healthcare Systems ◽  
Best Interests ◽  
Top Down ◽  
Behavioral Norms ◽  
Complex Adaptive

Rising healthcare costs are major concerns in most high-income countries. Yet, political measures to reduce costs have so far remained futile and have damaged the best interests of patients and citizen. We therefore explored the possibilities to analyze healthcare systems as a socially constructed complex adaptive system (CAS) and found that by their very nature such CAS tend not to respond as expected to top-down interventions. As CAS have emergent behaviors, the focus on their drivers – purpose, economy and behavioral norms – requires particular attention. First, the importance of understanding the purpose of health care as improvement of health and its experience has been emphasized by two recent complementary re-definitions of health and disease. The economic models underpinning today’s healthcare – profit maximization – have shifted the focus away from its main purpose. Second, although economic considerations are important, they must serve and not dominate the provision of healthcare delivery. Third, expected health professionals’ behavioral norms – to first consider the health and wellbeing of patients – have been codified in the universally accepted Declaration of Geneva 2017. Considering these three aspects it becomes clear that complex adaptive healthcare systems need mindful top-down/bottom-up leadership that supports the nature of innovation for health care driven by local needs. The systemic focus on improving people’s health will then result in significant cost reductions.

scholarly journals Examining Innovation in Hospital Units: A Complex Adaptive Systems Approach

2020 ◽  
Author(s):  
Wiljeana Glover ◽  
Noa Nissinboim ◽  
Eitan Naveh
Keyword(s):  
Health Care ◽  
Complex Adaptive Systems ◽  
Adaptive Systems ◽  
Systems Approach ◽  
Healthcare Delivery ◽  
Performance Orientation ◽  
Hospital Units ◽  
Complex Adaptive ◽  
And Performance ◽  
The Relationship

Abstract Background: Health innovation has been dominant in the pharmaceutical, biomedical, and to some extent insurance institutions for quite some time. Now we are in an innovation age for healthcare delivery. Some note that the complexity of healthcare delivery may make innovation in this setting more difficult and may require more adaptive solutions. The aim of this study is to examine the relationship between departmental complexity and innovation, using a complex adaptive systems approach in a hospital setting. Methods: We conducted a quantitative study of 31 hospital units within one hospital and use complex adaptive systems (CAS) theory to examine how two CAS factors, autonomy and performance orientation, moderate the relationship between departmental complexity and innovation. Results: We find that departmental complexity is associated with higher innovation performance when autonomy is low rather than high. We also find that departmental complexity is associated with higher innovation performance when performance orientation is high rather than low. Our findings make three distinct contributions: we quantify the influence of complexity on innovation success in the health care sector, we examine the impact of autonomy on innovation in health care, and we are the first to examine performance orientation on innovation in health care. Conclusions: This study tackles the long debate about the influence of complexity on healthcare delivery, particularly innovation. Instead of being subject to the influence of complexity with no means of making progress or gaining control, hospitals looking to implement innovation programs should provide guidance to teams and departments regarding the type of innovation sought and provide support in terms of time and management commitment. Hospitals should also find ways to promote and make successful pilot implementations of such innovations visible in the organization. A close connection between the targeted innovation and the overall success and performance of the hospital unit is ideal.

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