Learning to See: Using Mixed OR Methods to Model Radiology Staff Workload and Support Decision Making in CT

Conlon, Mary; Molloy, Owen

doi:10.1007/s42979-022-01244-4

Cited by 3 publications

(3 citation statements)

References 58 publications

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“…We used generalized additive models (GAMs) implemented in the mgcv R package [55] to investigate the drivers of bison abundance in the Pleistocene (21–11.7 ka BP), early-to-mid-Holocene (11.7–4.25 ka BP) and late Holocene (4.25–0.45 ka BP). We extracted total bison abundance at generational time steps from the best SEPMs chosen using POM.…”

Section: Methodsmentioning

confidence: 99%

Millennial processes of population decline, range contraction and near extinction of the European bison

Pilowsky,

Brown,

Llamas

et al. 2023

Proc. R. Soc. B.

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European bison ( Bison bonasus ) were widespread throughout Europe during the late Pleistocene. However, the contributions of environmental change and humans to their near extinction have never been resolved. Using process-explicit models, fossils and ancient DNA, we disentangle the combinations of threatening processes that drove population declines and regional extinctions of European bison through space and across time. We show that the population size of European bison declined abruptly at the termination of the Pleistocene in response to rapid environmental change, hunting by humans and their interaction. Human activities prevented populations of European bison from rebounding in the Holocene, despite improved environmental conditions. Hunting caused range loss in the north and east of its distribution, while land use change was responsible for losses in the west and south. Advances in hunting technologies from 1500 CE were needed to simulate low abundances observed in 1870 CE. While our findings show that humans were an important driver of the extinction of the European bison in the wild, vast areas of its range vanished during the Pleistocene–Holocene transition because of post-glacial environmental change. These areas of its former range have been climatically unsuitable for millennia and should not be considered in reintroduction efforts.

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Section: Methodsmentioning

confidence: 99%

Millennial processes of population decline, range contraction and near extinction of the European bison

Pilowsky,

Brown,

Llamas

et al. 2023

Proc. R. Soc. B.

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“…Thus, deep expertise refers to the assumption that training specialists as managers is much better than hiring a general manager from the competition. Technical experts oversee the staff of each department (Ishigame, 2020;Conlon & Molloy, 2022). Only experienced technical professionals should manage.…”

Section: Leadership Modelmentioning

confidence: 99%

What We Can Learn from the Japanese Organizational Design and Leadership Model

Sayyadi

2023

MBR

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Japanese companies, led by bureaucratic management have not stifled innovation. In fact, the rigidity of leadership functions has led to the management by objectives (MBO) style of leadership decision-making. MBO, while criticized for rigidly, works. Look at Chrysler under the leadership of Lee Iacocca, who led the way in the automotive industry during challenging times. Japanese companies have relied on the expertise-based structure that has led them to achieve amazing success. In these companies, leaders must learn to adapt to the local awareness and authentic leadership necessary to meet the needs of customers worldwide. Our practice of training executives has led to applying management theories that work and abandoning those that do not. Management fads come and go but we feel that authentic leadership remains the heart of successful Japanese companies' way and this must manifest itself worldwide to help organizations reap success. In this opinion article, we will look at Japanese companies' organizational design and leadership model and examine its advantages and disadvantages.

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“…A scoping review on the use and outcomes of SSM in healthcare conducted by Augustsson et al [ 78 ] revealed that SSM had most often been used to understand and structure a problem situation and to suggest potential improvements to the situation, but to a lesser extent to implement and evaluate these improvements. For instance, SSM has been adopted to explore patients’ and clinicians’ experience of a specialist epilepsy service delivery and improve it [ 79 ] and to explore radiology staff experience to address the problem situation of heavy workloads [ 80 ]; Goto [ 81 ] used SSM to summarize the current situation of healthcare and long-term care delivery systems, clarify issues and challenges associated with linking these two systems, and propose solutions. Kettlewell et al [ 82 ] applied SSM to study rehabilitation pathways and identify service gap and critical issues.…”

Section: Introductionmentioning

confidence: 99%

Improving the mental health care process in response to Covid-19 pandemic: The case of a penitentiary mental health division

Nuzzi,

Latorre,

Semisa

et al. 2023

PLoS ONE

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Covid-19 outbreak led all organizations to reorganize their processes to prevent infection and contagion risk. All healthcare facilities, included penitentiary mental health services, had to redesign their processes to safely deliver care services. In this paper, the case of a Penitentiary Mental Health Division located in southern Italy is presented. Soft System Methodology and Business process management principles and techniques are adopted to analyse and redesign the detainees’ mental health care process. The process, characterized by direct, close and prolonged contact with patients, exposes detainees and healthcare staff to a high Covid-19 infection risk. Through document analysis, interviews with the actors involved in the process and direct observation, the process’s inefficiencies and criticalities are identified. The process is redesigned to make it compliant with Covid-19 prevention provisions and national penitentiary regulations and address the other criticalities. The proposed methodological approach–which innovatively combines Soft System Methodology and Business Process Management–constitutes a human-centered process-based redesign approach that can be used both in healthcare and other organizational settings.

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Learning to See: Using Mixed OR Methods to Model Radiology Staff Workload and Support Decision Making in CT

Cited by 3 publications

References 58 publications

Millennial processes of population decline, range contraction and near extinction of the European bison

Millennial processes of population decline, range contraction and near extinction of the European bison

What We Can Learn from the Japanese Organizational Design and Leadership Model

Improving the mental health care process in response to Covid-19 pandemic: The case of a penitentiary mental health division

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