Your SlideShare is downloading. ×
Bringing Hospitals to Life
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×
Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

Bringing Hospitals to Life

1,368

Published on

Presentation by Tye Farrow in Singapore on June 25, 2009 at the 6th World Congress on Health and Design advocates design quality standards that recognize the true human experience of being in a …

Presentation by Tye Farrow in Singapore on June 25, 2009 at the 6th World Congress on Health and Design advocates design quality standards that recognize the true human experience of being in a hospital setting.

Published in: Health & Medicine, Business
0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total Views
1,368
On Slideshare
0
From Embeds
0
Number of Embeds
3
Actions
Shares
0
Downloads
113
Comments
0
Likes
0
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. ©FarrowPartnershipArchitects/CreditValleyHospital/photo:TomArban Bringing Hospitals to Life DESIGN QUALITY STANDARDS Farrow Partnership Architects Inc. Tye Farrow, B Arch, M Arch UD, OAA, FRAIC, MAIBC, NSAA, NLAA INTERNATIONAL ACADEMY FOR DESIGN & HEALTH 6TH WORLD CONGRESS SINGAPORE | JUNE 25, 2009
  • 2. Patient-focused care & healing environments have been espoused in the industry for 25 years.
  • 3. “Healthy people, healthy communities…” Often staff entrance located in the back of hospitals, where they walk past the dirty laundry and the biohazard storage rooms.
  • 4. Clearly, there is a gap between what we say we want, and what we actually build. ©FarrowPartnershipArchitects
  • 5. Dismal buildings that fail to answer the most fundamental question… What really happens here?
  • 6. People don’t consciously want to create something mediocre
  • 7. So, there’s a say-do gap. What is it we’re not doing?
  • 8. What’s missing are the intangible qualities that can’t be captured so easily. ©FarrowPartnershipArchitects
  • 9. ©FarrowPartnershipArchitects
  • 10. ©FarrowPartnershipArchitects/WellesleyCentralPlace/photo:PeterSellar
  • 11. ©FarrowPartnershipArchitects
  • 12. ©FarrowPartnershipArchitects
  • 13. ©FarrowPartnershipArchitects
  • 14. Thunder Bay Regional Health Sciences Centre Farrow Partnership Architects
  • 15. Credit Valley Hospital Farrow Partnership Architects ©photo:TyeS.Farrow
  • 16. Credit Valley Hospital Farrow Partnership Architects
  • 17. ©FarrowPartnershipArchitects/CreditValleyHospital/photo:PeterSellar
  • 18. ©FarrowPartnershipArchitects
  • 19. Intangible qualities have tangible benefits.
  • 20. “So much of long term success is based on intangibles. Beliefs and ideas. Invisible concepts.” Isadore Sharp,Chairman and CEO, Four Seasons Hotels, Resorts and Residences
  • 21. What are some of “the givens” of working with intangibles?
  • 22. The nature of intangible qualities • Connection between intangibles and tangibles is not always obvious. • Typically valued at zero by those who resist assigning rough numbers. • Often dismissed by those who believe that only things that can be counted count. • Direct personal experience at a hospital can change the minds of those people ©FarrowPartnershipArchitects
  • 23. How does something that important get left out?
  • 24. It’s the result of a process that pays little attention to precisely defining and monitoring human-centered design quality standards.
  • 25. Well…how can this be fixed? Design Quality Standards that take into account the human nature of design
  • 26. . . .created through open inquiry that explores aspects of the hospital environment that decision makers may never have considered
  • 27. Using an dialogue and discovery process that draws on the work of leaders in learning and group dynamics, including: Donald Schoen: reflective practice, MIT Chris Argyris: organizational learning, Harvard Karl Weick: “sensemaking,” foreseeing problems, Michigan Malcolm Knowles: adult learning principles Kurt Lewin: experiential learning William Isaacs, dialogue & thinking together, MIT
  • 28. A better way. Jointly set ambitious boundaries. ©FarrowPartnershipArchitects
  • 29. source: Farrow Partnership Architects Inc.
  • 30. Norfolk General Hospital Farrow Partnership Architects
  • 31. Think through the possibilities together. A better way. ©FarrowPartnershipArchitects
  • 32. ©FarrowPartnershipArchitects
  • 33. Format • Facilitated dialogue and discovery • Half-day, includes steering committee and key consultants Pre-Design Workshops Purpose • Uses shared learning approach to raising aspirations • Identify and prevent roadbocks ©FarrowPartnershipArchitects
  • 34. Diagnostic Tools Format • Create strategic criteria in four categories • Use as basis for constructive dialogue Purpose • Highlight “say-do” gap between good intentions and reality • Monitor progress toward these design and planning priorities • Fast, simple way to keep project intangibles on target ©FarrowPartnershipArchitects
  • 35. Brand Discovery and Image Analysis Workshop Format • Facilitated critique of built design images • Analyze message conveyed by various approaches to design Purpose • Create better critics to assess intended brand image • Define how message will translate into physical form ©FarrowPartnershipArchitects
  • 36. Pre-Design Workshops Format • Dialogue and discovery • Forum for thinking options through together • Aims to make design process transparent Purpose • Promotes shared responsibility for legacy we’re creating ©FarrowPartnershipArchitects
  • 37. National Oncology Center Trinidad and Tobago Farrow Partnership Architects
  • 38. Capture the intangibles that emerge. A better way. ©FarrowPartnershipArchitects
  • 39. • Monitor project “vital signs” • Basis of collaborative conversation • Assess progress toward shared goals Balanced Scorecard ©FarrowPartnershipArchitects
  • 40. What kind of words make an emotional connection ?
  • 41. “ . . . . .together these guiding principles will provide the framework for planning the new hospital.” ?
  • 42. …need to be more precise, more inspiring more human.
  • 43. Mundane words lead to mundane results.
  • 44. Wellesley Central Place / Rekai Centre Farrow Partnership Architects
  • 45. How do we know this is a better approach?
  • 46. The Angus Reid Report • Report based on anonymous interviews with six healthcare client representatives, undertaken by an independent North American research firm1 1. Angus Reid Strategies www.angusreidstrategies.com
  • 47. The Angus Reid report feedback “...learned as much about ourselves as we did about the principles of design.” “...raised expectations for what is possible.” “...that iterative process was really important.”
  • 48. “...provide hope and inspiration.” “...optimum balance between reaching all the desires of the facility and maintaining cost effectiveness.” The Angus Reid report feedback
  • 49. Interviews with six healthcare clients representing these projects: Credit Valley HospitalKaplan Medical Center Colchester Regional Hospital Thunder Bay Regional Health SciencesBluewater Health Kelowna General Hospital
  • 50. The learning process “We learned what our own important values were in terms of design features – they weren’t sold to us, they were actually developed by us.”
  • 51. “…created a shared sense of responsibility for the outcome of our design standards amongst stakeholders and the architects.” Shared responsibility
  • 52. Specific and meaningful “The design standards we developed were specific and meaningful to our project stakeholders.”
  • 53. Specific and meaningful: establishing a physical identity CreditValleyHospitalWebsite
  • 54. Co-creation process “The process of developing and implementing design standards could be described as one of “co-creation” for what was achieved.”
  • 55. Kaplan Medical Center Farrow Partnership Architects The concept of co-creation
  • 56. Dialogue process “...helped stakeholders understand relevant issues, options and the significance of their choices.”
  • 57. Minimizing roadblocks “... The design standards creation process helped identify potential roadblocks and how they might be circumvented.”
  • 58. Raising expectations “...raised my expectations of what is possible.”
  • 59. St Mary’s Hospital /Sechelt, British Columbia Farrow Partnership Architects in association with Busby Perkins + Will Architects
  • 60. People inherently want to do / build something great for themselves and their community. Concluding Thoughts ©FarrowPartnershipArchitects
  • 61. Wade into the conversation on intangibles This is not about force-feeding or buy-in Human Process = Human Design Concluding Thoughts ©FarrowPartnershipArchitects ©FarrowPartnershipArchitects
  • 62. Bringing Hospitals to Life DESIGN QUALITY STANDARDS Farrow Partnership Architects Inc. Tye Farrow, B Arch, M Arch UD, OAA, FRAIC, MAIBC, NSAA, NLAA INTERNATIONAL ACADEMY FOR DESIGN & HEALTH 6TH WORLD CONGRESS SINGAPORE | JUNE 25, 2009 ©FarrowPartnershipArchitects/CreditValleyHospital/photo:TomArban

×