#SprintSchool Design Thinking 101

21. • Inpatient transfers from acute care to inpatient units are not going smoothly • Our inpatient unit does not feel patient and family centred • Patients waiting in hospital for appropriate level of care • Front line staff do not feel confident making privacy decisions • Physicians are not signing up to the Blended Capitation Model Sprint-relevant problems (that have already been sprinted)

22. Reframing Design Thinking

23. Sprint Readiness Checklist • The problem • The Decider is key! • Who are the participants • Post sprint considerations

24. Patients cannot provide instant feedback to hospitals and clinics about their care. • Planning • Understanding • Diverge • Define • Prototype • Test Problem Statement (for #SprintSchool)

25. Homework! Sprint book Google Ventures Design Sprint Kit 90 second overview youtube #SprintSchool @Design4AHS

26. Thursday April 12th 9 am - 4 pm Royal Alexandra Hospital 10405 – 111 Ave, Edmonton Edmonton Community Services Centre Jean Hamilton Lounge (Room 150) Light Lunch COFFEEEE #SprintSchool Details (for the face-to-face session)

Editor's Notes

MVD
MVD
MvD Design #SprintSchool OBJECTIVES Pitch a sprint to leadership and peers Understand what kind of problems can be addressed in a sprint Know the 5 phases of a design sprint Be familiar with some of the methods/tools used in each phase Know how to prepare for a sprint Be able to run a sprint or co-facilitate one with a more experienced sprint master
Curious - Marlies
ER In order to understand a design sprint, you must be versed in its genesis, which is design thinking.
ER Human centred design. Solution-finding process. Applies scientific method to the creative process.
ER -Started with d.school at Stanford, became mainstream in the 90s when IDEO was formed. -David Kelley is the father of modern design thinking
ER Has many different interpretations and applications, but always starts with EMPATHY. is measured by how well it fulfills the user’s needs, and it prioritizes rapid experimentation and testing.
ER – Many problem solving methods tend to start with solutions after assuming the problem is the right one. Taking action depends on having the right solution. Why do we need a different way to solve problems? Analysis paralysis Planning for the perfect solution
ER Design thinking starts with the assumption that the problem is too broad. The thinking processes of diverging and converging removes the double trap of working on the wrong problem, and fixating on a perfect solution. When the solution is a prototype, it’s an experiment. It’s not precious. It’s not expensive. It hasn’t taken years to come to this point so if it doesn’t work, you know quickly – and you can move on to a new idea.
ER - Five stages are not linear, which is why you might see them in different orders. In design culture, failure is seen as a step in the right direction. If we know what isn’t working, and we learn that quickly, we can regroup – rework – and retest. This process makes it possible to rapidly tweak the solution over and over again until value is created. Once you’ve gathered full understanding of your problem, it might take several iterations of a prototype before you find something that you should implement. The key is that you’re implementing quickly, and cheaply.
ER At the heart of the process is finding that sweet spot: What is possible, what is doable, and what is wanted Knowing who can help you answer these questions will help you put together a great sprint team
ER And no matter whether you’re designing a product, a service, an app or a whole new system – you always start with empathy. You not only want to know WHAT the problem is, but WHY it is a problem and HOW the user feels about it.
ER Design thinking is kicking along just great, then Jake Knapp starts to ponder. Jake Knapp is a lead designer at Google. Notices that when he has hard and fast deadlines, he produces better work Wonders how that could apply to design thinking
ER So Jake takes a look at the design thinking method, and adds limitations. He limits the time to do it. He limits the people involved. He limits the tools and the technology used.
ER And he comes up with a tight 5 day interpretation of design thinking, called a sprint. At AHS, we know that asking front-line staff, patients, or leaders to dedicate 5 days to a sprint is just not gonna fly. So we modified the approach to 2 days, with the understanding that a significant portion of the “empathy / or mapping / or research” phase taking place before the sprint occurs. Next week, at sprint school, we’re going to work with this 2-day sprint format. All the stages are there, adapted for our reality More pressure on facilitator to keep the time, capture the ideas, and trust in the process.
ER Who has used design thinking in their work? – How did it change your mind set? **Adrienne Richard **Chris Roach **Tawnia Daughton
AA – give some examples of how you got a sense things would be heading the wrong direction It is not a way to create buy in to an already canned solution It is not a strategic planning session It is not focused on building a policy It is not about finding a standardized way to solve this problem
AA– we have some time here… 5-10
AA
AA– mention the challenge of knowing in advance if there could be a prototype.
AA– how people start a sprint and over time the problem you want to solve changes Give examples?
MvD
MvD – we can put checklist in IM and I will walk through it
MVD
MVD

#SprintSchool Design Thinking 101

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Editor's Notes