Your SlideShare is downloading. ×
Taming Wicked Problems: How Art and Design Schools Can Contribute to Solving Some of the Most Difficult Issues in Health Care
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

Taming Wicked Problems: How Art and Design Schools Can Contribute to Solving Some of the Most Difficult Issues in Health Care

254

Published on

This presentation was delivered in session A4 of Quality Forum 2014 by: …

This presentation was delivered in session A4 of Quality Forum 2014 by:

Jonathan Aitken
Director, Health Design Lab
Associate Professor, Faculty of Design & Dynamic Media
Emily Carr University of Art & Design

Linda Dempster
Executive Director, Quality, Patient Safety & Infection Control
Vancouver Coastal Health

Cathy Weir
Director, Quality Improvement and Patient Safety
Fraser Health

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

  • Be the first to like this

No Downloads
Views
Total Views
254
On Slideshare
0
From Embeds
0
Number of Embeds
1
Actions
Shares
0
Downloads
0
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. Taming Wicked Problems: How art and design schools can contribute to solving some of the most difficult issues in healthcare. Quality Forum February 27, 2014
  • 2. Cathy Weir: Director, Quality Improvement and Patient Safety, Fraser Health Linda Dempster: Executive Director, Quality, Patient Safety, and Infection Control, VCH Jonathan Aitken: Director, Health Design Lab, Emily Carr University
  • 3. Wicked Problems
  • 4. Wicked problems... are extremely difficult and even seemingly impossible to solve because of the complex or ever-changing environments in which they arise. Jeff Conklin
  • 5. Problems with no apparent solutions.
  • 6. Problems with no apparent solutions. Worse, problems that shift as soon as you try to solve them.
  • 7. Jeff Conklin
  • 8. ?
  • 9. How can we approach this?
  • 10. How can we approach this? • evidence led initiatives • scientific method
  • 11. New(er) strategies
  • 12. Design Research: New Tools
  • 13. Design Research: New Tools - evidence led research - action, qualitative research - participatory research - iteration, brainstorming - testing solutions
  • 14. Fraser Health Project: Patient Safety and Engagement
  • 15. Co-creation sessions - Public - RNs - LPNs - Management - Patient Advisory - Allied Professionals
  • 16. Co-creation materials: Allied workers
  • 17. Spotting patient risk
  • 18. Spotting patient risk
  • 19. Co-creation materials: Management
  • 20. Scenario mapping
  • 21. Safety concerns
  • 22. Ethnographic Probes - Patients in hospital
  • 23. Use of an iPad as a probe
  • 24. Communication preferences
  • 25. Communication preferences
  • 26. Role description
  • 27. Results Analysis - review materials
  • 28. Affinity diagrams
  • 29. Principles
  • 30. Cognitive Maps
  • 31. Brainstorming
  • 32. Getting Messy
  • 33. Deliverables
  • 34. Vancouver Coastal Health: - examples
  • 35. Data Visualization: before  
  • 36. Data Visualization: after
  • 37. Data Visualization: after
  • 38. Data Visualization: after PAT IEN T ’S T IME T R AC K ER Every second matters. E x AMPLE: S h A D E O N LY O N E C I R C L E MAkE DARk MARkS PATIENT’S CALL FOR MEDICAL ASSISTANCE 10-15 mins ≤5 Ideal time interval PICk uP + 10 15 20 25 ≥30 DROP OFF wE AT hER T R A FFIC T EC hNIC A L DIFFIC uLT IE S OT hER C AuSE OF DEL AY (if exceed ideal time) IF OThER , S TATE FIRST FACILIT Y 15 mins Ideal time interval ≤5 10 15 20 25 ≥30 wAIT TIME IN FIR S T FACILIT Y AT T ENDA N T S A MbuL A NC E AvA IL A bLI T Y T EC hNIC A L DIFFICuLTIES OT hER C AuSE OF DEL AY (if exceed ideal time) IF OThER , S TATE 20 mins Ideal time interval TR AvEL TIME TO MAIN hOSPITAL ≤ 15 20 25 30 35 ≥40
  • 39. Patient Violence
  • 40. Patient Violence
  • 41. Patient Violence
  • 42. Quality Academy
  • 43. Quality Academy
  • 44. Why we need to cooperate
  • 45. Why we need to cooperate
  • 46. An invitation to participate Imagine what we could accomplish if we all came together to focus on some of these problems, and shared the results openly.

×