Abstract:A wide range of modeling methods have been used to inform health policies. In this chapter, we describe the use of three models for understanding the complexities of post-traumatic stress disorder (PTSD), a major mental disorder. The models are: 1) a qualitative model describing the social and psychological complexities of PTSD treatment; 2) a system dynamics model of a population of PTSD patients in the military and the Department of Veterans Affairs (VA); and 3) a Monte Carlo simulation model of PTSD prevalence and clinical demand over time among the OEF/OIF population. These models have two characteristics in common. First, they take systems approaches. In all models, we set a large boundary and look at the whole system, incorporating both military personnel and veterans. Second, our models are informed by a wide range of qualitative and quantitative data. Model I is rooted in qualitative data, and models II and III are calibrated to several data sources. These models are used to analyze the effect of different policy alternatives, such as more screening, more resiliency, and better recruitment procedures, on PTSD prevalence. They also provide analysis of healthcare costs in the military and the VA for each policy. Overall, the developed models offer examples of modeling techniques that can utilize a wide range of data sources and inform policy makers in developing programs for mitigating PTSD.
There is more to Intelligent Energy than information and communications technology. Getting full value from digitization in oil production requires rethinking how groups get work done, and providing the organizational capabilities to support that change.A study of six major oil and gas companies that have all been implementing Intelligent Energy for more than five years was carried out. In this study we find that in order to implement changes at the asset level, we need to focus not just on providing an information and communications technology backbone, but more importantly, on documenting and clarifying business and group interaction rules, roles & accountabilities, and on providing ongoing coaching and feedback to all participants.We also find that implementing effective group operational decision making across a global firm requires active involvement of local groups as well as global support, in the form of specific global organizational units that sustain and scale new ways of working. These global units are not implementing change top-down; rather they are working center-out. They coordinate efforts around continuous improvement and integration of effective practices, adoption through business pull, global governance by top operational leaders, and multiple forms of ongoing coaching. This paper will summarize the results from the study and make recommendations for the effective implementation of Intelligent Energy.
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