systems thinking analogy.docx MHACB/505 Systems Thinking Analogy University of Phoeni

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systems thinking analogy.docx MHACB/505 Systems Thinking Analogy University of Phoenix MHACB/505 Systems Thinking Systems thinking can help an organization successfully implement change. System... s thinking is an approach to help us break down and make sense of the many systems we are apart of. The organization a person works for is a system, the society that we live in is a system, we are all a part of many systems even if we are not aware of it. A system isn™t just any old collection of things. A system is an interconnected set of elements that is coherently organized in a way that achieves something (Meadows, D., & Wright, D. 2008, p. 23). Systems Thinking System thinking has pros and cons. If used properly it can be beneficial for not only organizations but all so in everyday life. In health care one of the pros of system thinking is that it can provide a complete overview of the health care organization™s mission. The healthcare system is one of the most complex examples of system thinking. Whenever we think of health care, we should be thinking about a patient centered organization. This includes controlling health care cost so that everyone can receive the care they deserve and promoting preventive care. Those are just two of the many components of a healthcare system. A easy way to think of it is a patient that receives preventive care is less likely to visit an emergency room and less likely to incur high emergency life saving care. There is a system in place that is designed to ensure th. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . . [Show More]

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