A leader's framework for decision making. A leader's framework for decision making.
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Realizing the Potential of Adolescence to Prevent Transgenerational Conditioning of Noncommunicable Disease Risk: Multi-Sectoral Design FrameworksExpanding the prevention armamentarium portfolio: a framework for promoting HIV-Conversant Communities within a complex, adaptive epidemiological landscapeIdentifying the science and technology dimensions of emerging public policy issues through horizon scanningKnowledge translation in Uganda: a qualitative study of Ugandan midwives' and managers' perceived relevance of the sub-elements of the context cornerstone in the PARIHS framework.Building on the EGIPPS performance assessment: the multipolar framework as a heuristic to tackle the complexity of performance of public service oriented health care organisations.Disseminating policy and environmental change interventions: insights from obesity prevention and tobacco control.An explorative qualitative study on acceptability of physical activity assessment instruments among primary care professionals in southern SydneyMultilevel interventions: measurement and measures.Patient-reported outcomes, patient-reported information: from randomized controlled trials to the social web and beyondTowards a phronetic space for responsible research (and innovation)Developing Theory to Guide Building Practitioners' Capacity to Implement Evidence-Based InterventionsWeak signal detection: A discrete window of opportunity for achieving 'Vision 90:90:90'?Evaluation of DementiaNet, a network-based primary care innovation for community-dwelling patients with dementia: protocol for a longitudinal mixed methods multiple case study.Vignette Research on Messy and Confusing Problems in Primary Mental Healthcare.Backwards design or looking sideways? knowledge translation in the real world Comment on "A call for a backward design to knowledge translation".Perspectives in Primary Care: Values-Driven Leadership is Essential in Health Care.Cynefin as Reference Framework to Facilitate Insight and Decision-Making in Complex Contexts of Biomedical Research.Unpacking the black box of improvement.Embracing uncertainty, managing complexity: applying complexity thinking principles to transformation efforts in healthcare systems.
P2860
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P2860
A leader's framework for decision making. A leader's framework for decision making.
description
2007 nî lūn-bûn
@nan
2007 թուականի Նոյեմբերին հրատարակուած գիտական յօդուած
@hyw
2007 թվականի նոյեմբերին հրատարակված գիտական հոդված
@hy
2007年の論文
@ja
2007年論文
@yue
2007年論文
@zh-hant
2007年論文
@zh-hk
2007年論文
@zh-mo
2007年論文
@zh-tw
2007年论文
@wuu
name
A leader's framework for decision making. A leader's framework for decision making.
@ast
A leader's framework for decision making. A leader's framework for decision making.
@en
A leader's framework for decision making. A leader's framework for decision making.
@nl
type
label
A leader's framework for decision making. A leader's framework for decision making.
@ast
A leader's framework for decision making. A leader's framework for decision making.
@en
A leader's framework for decision making. A leader's framework for decision making.
@nl
prefLabel
A leader's framework for decision making. A leader's framework for decision making.
@ast
A leader's framework for decision making. A leader's framework for decision making.
@en
A leader's framework for decision making. A leader's framework for decision making.
@nl
P1476
A leader's framework for decision making. A leader's framework for decision making.
@en
P2093
David J Snowden
Mary E Boone
P304
68-76, 149
P577
2007-11-01T00:00:00Z