Embedding Design in Large Organizations
Upcoming SlideShare
Loading in...5
×
 

Embedding Design in Large Organizations

on

  • 752 views

Detailing the change process in a large regional hospital towards applying design methods in the development of their services and care centre. ...

Detailing the change process in a large regional hospital towards applying design methods in the development of their services and care centre.
http://designforhealthcare.blogspot.com

Presented at Studying and Improving Design Practice Symposium at Aalto University
6.9.2012

Statistics

Views

Total Views
752
Views on SlideShare
752
Embed Views
0

Actions

Likes
2
Downloads
8
Comments
0

0 Embeds 0

No embeds

Accessibility

Upload Details

Uploaded via as Adobe PDF

Usage Rights

CC Attribution-NoDerivs LicenseCC Attribution-NoDerivs License

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Processing…
Post Comment
Edit your comment
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • i.   Desirability of their consequences.\nii.  Conformity to/violation of implications of earlier moves.\niii.  Their appreciation of new problems or potentials they have created.\n
  • The differing constructions are rooted in the differing epistemological tradi- tions of the fields of knowledge work and design thinking. In the literature on KIFs, knowledge work is construed as rational, analytical, and disembodied—or intellectual in character. So-called knowledge workers’ sensemaking process is conceptualized as constituted in social interactions, while the roleof interactions with the physical surroundings and various kinds of\nsense information is not well understood, if it is recognized at all. Design firms, on the other hand, proceed from a different epistemological tradition, in which ambiguity is accepted as a natural part of the process, emphasizing reflection in action (Schön, 1983) and practical knowledge (Molander, 1996), thus nurturing different educational and work practices as well as different identities.\n\n
  • Viroista ja toi- mista hoitajia on 62,2, lääkäreitä 11,7 ja huoltohenkilöstöä 16,2 prosenttia.\n\n
  • Viroista ja toi- mista hoitajia on 62,2, lääkäreitä 11,7 ja huoltohenkilöstöä 16,2 prosenttia.\n\n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n
  • \n

Embedding Design in Large Organizations Embedding Design in Large Organizations Presentation Transcript

  • EMBEDDING DESIGN INLARGE ORGANIZATIONSReflections from the field---Aalto Studying and Improving Design Practice Symposium6th of September 2012Juha KronqvistAalto University School of Arts, Design and Architecture 1
  • THEFORGOTTENCUSTOMER? 2
  • THEFORGOTTENCUSTOMER? 3
  • “IMPROVING HEALTHCARE IS A WICKEDReframing Health to Embrace Design of Our Own Well-being Cover Story by Hugh Dubberly, Rajiv Mehta, Shelley Evenson, and Paul Pangaro PROBLEM” No consensus on the problem No “stopping rule” No clear-cut formula for judging solutions Every solution is a “one-shot operation” No clear-cut list of alternative solutions Each person’s situation is unique – after Horst Rittel Association for Computing Machinery 4
  • FROM… HEALTH-CARE HEALTH-MANAGEMENT 5
  • TO… 6
  • “Reframing health as self-management parallels similar trends in … design practice, where we increasingly recognize that users manage (or design) their own experiences.” – Dubberly, 2011 7
  • WHAT IS “The process of inventing physical things which display new physical order, organization, form, inDESIGN? response to function.” ~ Alexander, 1964 “Design is a conscious and intuitive effort to impose meaningful order…. Design is both the underlying matrix of“Design is devising courses of order and the tool that creates it.” ~action aimed at changing existing Victor Papanek, 1971situations into preferred ones.” ~Herbert Simon, 1969 “Design is the human power of conceiving, planning, and making products that serve human beings in the accomplishment of “No longer associated simply with objects their individual and collective purposes.” ~ and appearances, design is increasingly Richard Buchanan, 2001 understood in a much wider sense as the human capacity to plan and produce desired outcomes.” ~ Bruce Mau, 2007 “Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” ~ Tim Brown, 2009 8
  • DESIGN ASREFLECTIVEPRACTICE Contrasts the rational problem-solving approach toDONALD SCHÖN, 1983 design Reflection-in-action Partly conscious thinking again (during action) about the problem we have encountered. Difficult to verbalise. Reflection-on-action Thinking about what was achieved and how it was done. Often documented. Conversations-with-material Discovering of consequences and implications through doing, appreciated and evaluated. 9
  • Rylander 2009 10
  • PIRKANMAA HOSPITAL DISTRICT 7118 amount of employees of whom 62,2% nurses, 11,7% doctors and services 16,2% 653 milj.€ budget for the year 2011 179 565 patients treated in the whole hospital district 11
  • PROMISE OF A QUALITY SERVICE EXPERIENCEThe patient and their next of kin receive a good treatmentexperience… The quality of treatment is based on trust andlistening to the patient. The patient and their next of kin areinvolved in planning, excecuting and evaluating thetreatment, based on their capabilities. The staff supports thepatients’ abilities for treating and preventing illnesses and inrehabilitation.– Pirkanmaa Hospital District Strategy 2012-2016 12
  • HOW? 13
  • CULTURE & CAPABILITY 14
  • CUMULATIVE after: Engine 2009CYCLES BUILDMODEL 2. SUSTAIN Discovering 3. Building value and capability and establishing structure process MODEL 1. Pilots 4. Change introduce new through capability thinking dissemination 15
  • EMBEDDINGA DESIGNCULTURE Design readiness Common vocabulary and language Dissemination of design thinking and processes Getting and keeping management on- board Re-interpretation and development of tools and methods Functional learning and delivering value Bailey, 2012 16
  • 1. PILOT SERVICE DESIGN WITH CANCER PATIENTS 1. Mapping the patient journey 2. Interviewing staff 3. Preliminary work flow 4. Patient interviews 5. Interpreting results 6. Co-design workshop 17
  • 2. PILOT https://vimeo.com/juhak/cardboardhospital 18
  • IN-HOUSEDESIGNTEAM 19
  • REFLECTION Resource constraints Pace of change Role of artifacts Object of work Resourcing implementation 20
  • REFLECTION Resource constraints Often development work is done on the side of main work tasks, which leaves little time for analysis or reflection. Pace of change Role of artifacts Object of work Resourcing implementation 21
  • REFLECTION Resource constraints Pace of change Big organisations move slowly and the results of activities can be seen in time. Still, renewal needs positive feedback. Role of artifacts Object of work Resourcing implementation 22
  • REFLECTION Resource constraints Pace of change Role of artifacts Design artifacts have a role in more traditional fields, but need to be adjusted to new contexts. Also, organisations need to learn how to utilize them. Object of work Resourcing implementation 23
  • REFLECTION Resource constraints Pace of change Role of artifacts Object of work Patients are traditionally situated in a passive role. New patient-centric ideas are easily discarded or rejected. Resourcing implementation 24
  • REFLECTION OSASTOLTA ARKEEN Päivä 1. – Jalkeille Hei, ensimmäisenä päivänä phasellus Resource constraints magna nulla, rhoncus at consequat ultrices, pulvinar in lacus. Integer et aliquet sapien. Proin congue pellentesque augue non eleifend. Pace of change kuntoutus osastolla Role of artifacts 1) Integer et aliquet sapien. Proin 3) Integer et aliquet sapien. Object of work congue pellentesque augue non Proin congue pellentesque eleifend augue non ongue sine pellentesque augue non 2) Et aliquet con sapien. Proin eleifend congue pellentesque augue non eleifend 4) Integer et aliquet sapien. Resourcing implementation omatoimiset harjoitukset 1) Integer et aliquet sapien. Proin congue pellentesque augue non Service designers need to learn from eleifend sapien. Proin congue pellentesque. other fields in how to resource and 2) Et aliquet con sapien. Proin congue pellentesque augue implement the created concepts in non eleifend. Proin congue pellentesque augue non. collaboration with the staff. 25
  • THANK YOU!QUESTIONS? COMMENTS? juha.kronqvist@aalto.fi www.juhakronqvist.fi @juhak 26