Bringing Hospitals to Life


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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.

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Bringing Hospitals to Life

  1. 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. 2. Patient-focused care & healing environments have been espoused in the industry for 25 years.
  3. 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. 4. Clearly, there is a gap between what we say we want, and what we actually build. ©FarrowPartnershipArchitects
  5. 5. Dismal buildings that fail to answer the most fundamental question… What really happens here?
  6. 6. People don’t consciously want to create something mediocre
  7. 7. So, there’s a say-do gap. What is it we’re not doing?
  8. 8. What’s missing are the intangible qualities that can’t be captured so easily. ©FarrowPartnershipArchitects
  9. 9. ©FarrowPartnershipArchitects
  10. 10. ©FarrowPartnershipArchitects/WellesleyCentralPlace/photo:PeterSellar
  11. 11. ©FarrowPartnershipArchitects
  12. 12. ©FarrowPartnershipArchitects
  13. 13. ©FarrowPartnershipArchitects
  14. 14. Thunder Bay Regional Health Sciences Centre Farrow Partnership Architects
  15. 15. Credit Valley Hospital Farrow Partnership Architects ©photo:TyeS.Farrow
  16. 16. Credit Valley Hospital Farrow Partnership Architects
  17. 17. ©FarrowPartnershipArchitects/CreditValleyHospital/photo:PeterSellar
  18. 18. ©FarrowPartnershipArchitects
  19. 19. Intangible qualities have tangible benefits.
  20. 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. 21. What are some of “the givens” of working with intangibles?
  22. 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. 23. How does something that important get left out?
  24. 24. It’s the result of a process that pays little attention to precisely defining and monitoring human-centered design quality standards.
  25. 25. Well…how can this be fixed? Design Quality Standards that take into account the human nature of design
  26. 26. . . .created through open inquiry that explores aspects of the hospital environment that decision makers may never have considered
  27. 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. 28. A better way. Jointly set ambitious boundaries. ©FarrowPartnershipArchitects
  29. 29. source: Farrow Partnership Architects Inc.
  30. 30. Norfolk General Hospital Farrow Partnership Architects
  31. 31. Think through the possibilities together. A better way. ©FarrowPartnershipArchitects
  32. 32. ©FarrowPartnershipArchitects
  33. 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. 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. 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. 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. 37. National Oncology Center Trinidad and Tobago Farrow Partnership Architects
  38. 38. Capture the intangibles that emerge. A better way. ©FarrowPartnershipArchitects
  39. 39. • Monitor project “vital signs” • Basis of collaborative conversation • Assess progress toward shared goals Balanced Scorecard ©FarrowPartnershipArchitects
  40. 40. What kind of words make an emotional connection ?
  41. 41. “ . . . . .together these guiding principles will provide the framework for planning the new hospital.” ?
  42. 42. …need to be more precise, more inspiring more human.
  43. 43. Mundane words lead to mundane results.
  44. 44. Wellesley Central Place / Rekai Centre Farrow Partnership Architects
  45. 45. How do we know this is a better approach?
  46. 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
  47. 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. 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. 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. 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. 51. “…created a shared sense of responsibility for the outcome of our design standards amongst stakeholders and the architects.” Shared responsibility
  52. 52. Specific and meaningful “The design standards we developed were specific and meaningful to our project stakeholders.”
  53. 53. Specific and meaningful: establishing a physical identity CreditValleyHospitalWebsite
  54. 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. 55. Kaplan Medical Center Farrow Partnership Architects The concept of co-creation
  56. 56. Dialogue process “...helped stakeholders understand relevant issues, options and the significance of their choices.”
  57. 57. Minimizing roadblocks “... The design standards creation process helped identify potential roadblocks and how they might be circumvented.”
  58. 58. Raising expectations “...raised my expectations of what is possible.”
  59. 59. St Mary’s Hospital /Sechelt, British Columbia Farrow Partnership Architects in association with Busby Perkins + Will Architects
  60. 60. People inherently want to do / build something great for themselves and their community. Concluding Thoughts ©FarrowPartnershipArchitects
  61. 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. 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
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