Please use this identifier to cite or link to this item: http://buratest.brunel.ac.uk/handle/2438/11200
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dc.contributor.authorKlein, JH-
dc.contributor.authorYoung, T-
dc.date.accessioned2015-07-28T12:58:10Z-
dc.date.available2015-
dc.date.available2015-07-28T12:58:10Z-
dc.date.issued2015-
dc.identifier.citationHealth Systems,4(2): 104–110, 2015en_US
dc.identifier.issn2047-6965-
dc.identifier.urihttp://www.palgrave-journals.com/hs/journal/v4/n2/full/hs201421a.html-
dc.identifier.urihttp://bura.brunel.ac.uk/handle/2438/11200-
dc.description.abstractThis position paper argues that the lack of take-up of management science (MS) modelling in health care is a particularly severe example of a more general problem for MS, articulated by many authorities. We relate this severity to the extreme complexity of the health care domain, which might be termed ‘hypercomplexity’. We argue that, for a variety of reasons, the health care domain is different to other domains in this respect, and we explore the mechanisms by which hypercomplexity might have inhibited the use of modelling within the domain. We conclude with some tentative suggestions for making progress, including the possibility of taking deliberate steps to reduce health care hypercomplexity.en_US
dc.language.isoenen_US
dc.publisherPalgrave Macmillanen_US
dc.subjectHealth serviceen_US
dc.subjectComplexityen_US
dc.subjectSystemsen_US
dc.titleHealth care: a case of hypercomplexity?en_US
dc.typeArticleen_US
dc.identifier.doihttp://dx.doi.org/10.1057/hs.2014.21-
dc.relation.isPartOfHealth Systems-
pubs.volumeForthcoming-
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