How to Support Complex Organizational Transformations in Healthcare? Using Realistic Simulations in Participatory Workshops Contributions: Functionalistic Approaches Dominate in design and implementation -> Integration of Functionalistic and Interpretive approach Simulation is traditionally used as a method to quantitatively analyse performance issues and improvement opportunities -> The use of simulation in participative and collaborative workshop settings Simulation traditionally uses mathematical models of reality with several assumptions and constraints -> Higly accurate models based on real world data from planning systems and future organization layout Based on: Rothengatter, Diederik; Katsma, Christiaan; and Hillegersberg, Jos van, "Simulation As a Method To Support Complex Organizational Transformations in Healthcare" (2010). AMCIS 2010 Proceedings. Paper 554. http://aisel.aisnet.org/amcis2010/554

1. Simulation As a Method To Support Complex Organizational Transformations in Healthcare Diederik Rothengatter, Christiaan Katsma Jos van Hillegersberg Department of Information Systems and Change Management

3. The case of Gelre Hospital: 2008-2010 08-02-11 Amcis 2010, Peru 210,000 patient treatments yearly 250 beds 18 outpatient clinics

9. Our Approach: How to Support Complex Organizational Transformations in Healthcare? 08-02-11 Amcis 2010, Peru Move from initially educational validity to representational validity

11. Historical Data Planning Executie Simulatie 2D Visual 3D Visual Performance KPI’s Building Layout Treatment Planning HR Planning Alternative Planning Scenarios Quiet, Average Stress scenario Alternative layouts

13. Examples of Simulation Results 08-02-11 Amcis 2010, Peru Patient arrive 15 minute early on average Variance 9, max. 94 minutes

14. Examples of Simulation Results 08-02-11 Amcis 2010, Peru

15. Examples of Simulation Results 08-02-11 Amcis 2010, Peru

16. Examples of Simulation Results: Heat Map 08-02-11 Amcis 2010, Peru

18. Questions? Diederik Rothengatter, Christiaan Katsma Jos van Hillegersberg [email_address] Department of Information Systems and Change Management