Case
Study
The
Harvard
University
Health
Service
(UHS)
operates
primarily
as
a
health
maintenance
organization.
One
of
its
main
means
of
delivering
health
care
services
is
through
Walk-‐in-‐Clinic.
Partially,
in
response
to
complaints
of
excessive
waiting
times,
a
“triage”
system
was
introduced
in
1979,
to
screen
incoming
patients
and
direct
them
to
either
a
physician
or
a
nurse
practitioner.
A
year
later,
the
UHS
Assistant
Director
for
Ambulatory
Care
is
reviewing
the
results
of
this
new
system
and
must
decide
where
waiting
times
are
now
acceptable.
In
addition,
she
must
decide
whether,
and
how,
to
deal
with
patients
who,
rather
than
seeing
the
first
available
physician,
ask
to
see
a
specific
physician.
Your
task
is
to
assist
UHS
Assistant
Director
for
Ambulatory
Care,
Angell,
in
making
these
decisions
by
analyzing
the
current
system
only.
In
this
case
study,
you
will
apply
systems
thinking
methodology
thorough
understanding
of
the
situation.
That
is,
in
your
analysis,
you
should
not
only
consider
managerial
and
psychological
aspects
of
the
issue,
but
also
refer
to
your
knowledge
on
process
flow,
planning,
and
so
on.
You
are...