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Hospitals represent complex adaptive systems where interactions and relationships of different components both affect and shape the way they work simultaneously. Pressures on hospitals determine how they behave and many of the problems seen in the NHS and indeed other health services can be viewed through the lens of complexity science and systems thinking. 'Flow' of patients through the hospital can be seen as an indicator of how well the hospital 'system' is working. The better flow is, the more patients can be treated and the less time is spent waiting in the various queues that accrue around the hospital, In this article, we explore the impact of these disciplines on patient flow and examine how short-term and overly simple solutions can exacerbate problems in the health service, despite the best intentions of those working in it. Many of today's problems can be described in terms of 'system archetypes' and 'game theory'. Understanding this may lead to improvement in how services are redesigned to solve these problems.
Mark Wright (Fri,) studied this question.