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Unlocking Business Opportunities through Systems Thinking in Health and Social Care

This document explores the transformative potential of Systems Thinking within the health and social care sectors. It highlights key concepts of System Dynamics, emphasizing integrated service planning that addresses cross-organizational issues. By utilizing a conceptual toolkit of stocks, flows, and feedback loops, this approach fosters participative methodologies to enhance strategic decision-making. As the landscape shifts towards integrated health and social care, there are significant business opportunities for practitioners to leverage Systems Thinking for efficient resource management and impactful interventions.

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Unlocking Business Opportunities through Systems Thinking in Health and Social Care

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  1. The Business Opportunity for Systems Thinking Douglas McKelvie The Symmetric Partnership LLP douglas.mckelvie@symmetricpartnership.co.uk

  2. The Business Opportunity for Systems Thinking • System Dynamics Key Concepts • Systems Thinking combined withComputer Simulation multiple applications in Health and Social Care • Applies an operational understanding of things to strategic thinking • “Whole system” strategic service planning • Problems that cross organisational or functional boundaries • Interconnections between population need, a presenting problem, an intervention, its impact on the whole (e.g. cost) • Conceptual toolkit of stocks, flows, causal relationships, feedback loops, “change over time”, “system as cause” explanations (not always) • Methodology, lends itself to participative approaches such as Group Modelling Building using iterative learning cycle • Advances in computer technology make “productisation” of SD models more possible

  3. The Business Opportunity for Systems Thinking • Opportunities • Changing landscape of commissioning, SD provides a means of facilitating discussion / negotiation between commissioners and providers • Renewed emphasis on Public Health • “Integration” agenda between health and social care • Need to build bridges with “health economics” approaches • Challenges • Nobody is required to have a “model”; most organisations choose to plan without a formal model • Supply of practitioners is limited (hence need for Cumberland Initiative); what would happen if everyone suddenly wanted a model?

  4. The Business Opportunity for Systems Thinking innovation potential adopters adopters ex-users + hundreds tens ??? • Government Departments • Clinical Commissioning Groups (212)and clusters • Health and Wellbeing Boards (152 LA’s) • “commissioning support” • Providers too • And that is just England + - practitioners more detail N = ? + + word of mouth pressure on capacity + - - quality

  5. Supporting Practice: Some Challenges for the Cumberland Initiative The Business Opportunity for Systems Thinking How to get OR graduates to follow a career in Health / Care Sector Support for existing practitioners to ensure retention How can experienced people effect a career change? How to get interest of people from the domain Models of delivery of simulation and modelling How to identify and work with the facilitators and translators

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