The politic,philosophy and practice of OR—A personal view of the issues

It is almost 50 years since Sir Henry Tizzard created the group of scientists in RAF Fighter Command who were to coin the term ‘Operational Research’. The group still exists, though its work, and the work of other defence OR groups, has changed from solving acute operational problems by the extrapolation of observed data, to an attempt at predicting the outcome of policy choices that are beyond experience. Inevitably this has forced OR further into a political arena. Yet most OR practitioners are scientists used to investigating apolitical and benign nature. In this paper the author gives a personal view of what he believes OR is trying to achieve, what practical problems and pressures have to be faced and attempts to give guidance on how to proceed.     

A protocol for mutual respect and communication

Physicians relating to each other, discussing a patient's problem, needs, and care plans, should be the easiest part of medical practice. Unfortunately, exchanging meaningful information between physicians and their offices is, at times, formidable. This article describes the guiding principles for physician referrals at Hamot Medical Center that were developed to enhance communication between physicians and increase patient care.     

System dynamics: Portraying bounded rationality

This paper examines the linkages between system dynamics and the Carnegie School in their treatment of human decision making. It is argued that the structure of system dynamics models implicitly assumes bounded rationality in decision making and that recognition of this assumption would aid system dynamicists in model construction and in communication with other social science disciplines. The paper begins by examining Simon's ‘principle of bounded rationality’ which draws attention to the cognitive limitations on the information gathering and processing powers of human decision makers. Forrester's ‘Market Growth Model’ is used to illustrate the central theme that system dynamics models are portrayals of bounded rationality. Close examination of the model formulation reveals decision functions involving simple rules of thumb and limited information content. Finally, there is a discussion of the implications of Carnegie philosophy for system dynamics as it affects communication, model structuring, model analysis and future research.     

Moving toward virtual interdisciplinary teams and a multi-stakeholder approach in community-based return-to-work care

More efforts are needed to help stakeholders who are geographically isolated from one another become more collaborative in their approach to return-to-work (RTW). A review of the literature on team processes, and insights from the experiences of a federally funded Round Table Project on Safe and Timely Return to Function and Return to Work were used to inform strategies that might enhance collaboration among health professionals and stakeholders in injury and illness management and return-to-work. A case study serves to highlight the individual, identifies the problem and provides a potential solution at the broader service and system levels. It becomes evident that there is a need for a common language as well as policies that emphasize the importance of fostering awareness of interprofessional potentials and contributions of all stakeholders. Establishing shared goals, and building capacity for sustaining collaboration when multi-stakeholders do not function in the same physical location, but work virtually, might maximize effectiveness, efficiency and productivity.