Details and abstract below. Brought to my attention by a LinkedIn post from Marc Harris wo writes:
How do you design a system that learns, adapts, and thrives in a world of constant change? The key lies in creating a system that listens, learns, and acts in real time.
A fascinating paper published last week in the New Zealand Medical Journal explores the Viable System Model (VSM) as a blueprint for embedding learning into the core functioning of health systems. At its heart, the VSM focuses on balancing autonomy and coherence, enabling organisations to adapt quickly while maintaining clarity of purpose.
One insight stood out: systems thrive when we design them to absorb lessons, adapt effectively, and make decisions closer to the source of action. The study showed how fragmented processes, poor data flows, and limited autonomy can paralyse even the best intentions, while strong feedback loops and clear coordination create the resilience we need to navigate complexity.
“To fully leverage the lessons learnt from experience, we can no longer rely upon quick fixes that are project-based and ad hoc, and do not reflect the underlying causes of problems”
What makes this approach promising is how it prioritises the people within the system. For a system to truly learn, the individuals within it must feel empowered, informed, and connected.
The authors also highlight the pitfalls to avoid when building a learning system:
1️⃣ Fragmented goals that ignore interconnected challenges
2️⃣ Relying on quick fixes instead of addressing root causes
3️⃣ Centralised control that stifles local decision-making
This feels like a call to action for leaders in every sector: How can we design systems that thrive by learning?
What’s one way your organisation fosters a culture of learning and adaptability?
(pdf is attached in the LinkedIn post, to download maximise it to fill screen then click the download symbol top right)
paper details
Principles for embedding learning and adaptation into New Zealand health system functioning: the example of the Viable System Model
Sharen Paine 1, Jeff Foote 2, Robin Gauld 3
Affiliations Expand
- PMID: 39847741
- DOI: 10.26635/6965.6770
Abstract
This article makes the case for taking a model-based management approach, specifically using the Viable System Model (VSM), to embed learning and adaptation into the New Zealand health system so it can function as a learning health system. We draw on a case study of a specialist clinical service where the VSM was used to guide semi-structured interviews and workshops with clinicians and managers and to guide analysis of the findings. The VSM analysis revealed a lack of clarity of organisational functioning, and of the systems, processes and integrated IT infrastructure necessary to support the fundamental requirements of a learning health system. We conclude that model-based management, specifically using the VSM, has significant potential for embedding the requirements for a learning health system into core functioning, including identifying technology infrastructure requirements. In addition, the VSM holds promise for improving clinical engagement and enhancing the health system’s ability to achieve financial sustainability, high performance, distributed decision making and efficiency.
Principles for embedding learning and adaptation into New Zealand health system functioning: the example of the Viable System ModelSharen Paine 1, Jeff Foote 2, Robin Gauld 3
Principles for embedding learning and adaptation into New Zealand health system functioning: the example of the Viable System Model – PubMed
Systems Community of Inquiry 