Design thinking and public health


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My presentation at the 2011 National Health Communication, Ma

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  • Victor Lombardi
  • SERVICE – something we experience in time through multiple touchpoints and channels – Arne vanOsterom,Inseparable - from the point where it is consumed, and from the provider of the service. For example, you cannot take a live theatre performance home to consume it (a DVD of the same performance would be a product, not a service).Intangible - and cannot have a real, physical presence as does a product. For example, motor insurance may have a certificate, but the financial service itself cannot be touched i.e. it is intangible.Or1. Lack of ownership.You cannot own and store a service like you can a product. Services are used or hired for a period of time. For example when buying a ticket to the USA the service lasts maybe 9 hours each way , but consumers want and expect excellent service for that time. Because you can measure the duration of the service consumers become more demanding of it.2. IntangibilityYou cannot hold or touch a service unlike a product. In saying that although services are intangible the experience consumers obtain from the service has an impact on how they will perceive it. What do consumers perceive from customer service? the location, and the inner presentation of where they are purchasing the service?.3. InseparabilityServices cannot be separated from the service providers. A product when produced can be taken away from the producer. However a service is produced at or near the point of purchase. Take visiting a restaurant, you order your meal, the waiting and delivery of the meal, the service provided by the waiter/ress is all apart of the service production process and is inseparable, the staff in a restaurant are as apart of the process as well as the quality of food provided.4. PerishibilityServices last a specific time and cannot be stored like a product for later use. If travelling by train, coach or air the service will only last the duration of the journey. The service is developed and used almost simultaneously. Again because of this time constraint consumers demand more.5. HeterogeneityIt is very difficult to make each service experience identical. If travelling by plane the service quality may differ from the first time you travelled by that airline to the second, because the airhostess is more or less experienced.A concert performed by a group on two nights may differ in slight ways because it is very difficult to standardise every dance move. Generally systems and procedures are put into place to make sure the service provided is consistent all the time, training in service organisations is essential for this, however in saying this there will always be subtle differences.Perishable - in that once it has occurred it cannot be repeated in exactly the same way. For example, once a 100 metres Olympic final has been run, there will be not other for 4 more years, and even then it will be staged in a different place with many different finalists.Variability- since the human involvement of service provision means that no two services will be completely identical. For example, returning to the same garage time and time again for a service on your car might see different levels of customer satisfaction, or speediness of work.Right of ownership - is not taken to the service, since you merely experience it. For example, an engineer may service your air-conditioning, but you do not own the service, the engineer or his equipment. You cannot sell it on once it has been consumed, and do not take ownership of it.
  • For the National Tobacco Cessation Collaborative
  • General Eric Shinseki, Chief of Staff, U.S. Army
  • Design thinking and public health

    1. 1. Designing for Change in Public Health Programs<br />R. Craig Lefebvre, PhD<br />chief maven, socialShift<br />@chiefmaven<br />
    2. 2. What We Have Are Puzzles<br />
    3. 3. Consumer-Based Health Communications<br />
    4. 4. CDC Health Communication<br />
    5. 5. National Social Marketing Centre Customer Triangle<br />
    6. 6. What’s Next?<br />
    7. 7. An Approach to Innovation<br />
    8. 8. Design Thinking<br />A way of looking at the world with an eye toward changing it – Warren Berger, Glimmer.<br />
    9. 9. Design Process<br />
    10. 10. The Glimmer Design Principles<br />1. Ask stupid questions - What is design? Who is Bruce Mau? And, by the way, does it have to be a light bulb?<br />2. Jump fences - How do designers connect, reinvent, and recombine? And what makes them think they can do all these things?<br />3. Make hope visible - The importance of picturing possibilities and drawing conclusions.<br />4. Go deep - How do we figure out what people need - before they know they need it?<br />5. Work the metaphor - Realize what a brand or business is really about - then bring it to life through designed experiences.<br />
    11. 11. Glimmer Design Principles II<br />6. Design what you do - Can the way an organization behaves be designed?<br />7. Face consequences - Come to terms with the responsibility to design well. And recognizing what will happen if we don’t.<br />8. Embrace constraints - Design that does “more with less” is needed more than ever in today’s world.<br />9. Design for emergence - Apply the principles of transformation design to everyday life.<br />10. Begin anywhere - Small actions are more important than big plans.<br />
    12. 12. How Designers Think and Act<br />1. QUESTION everything, believing there’s always a better way.<br />2. CARE about what people actually need.  <br />3. CONNECT ideas that seem unrelated, via “smart recombinations.”<br />4. COMMIT ideas to life through visualization and prototyping.<br />5.  FAIL FORWARD.<br />
    13. 13. Design Thinking<br />Collaborative, especially with others having different and complimentary experience, to generate better work and form agreement<br />Abductive, inventing new options to find new and better solutions to new problems<br />Experimental, building prototypes and posing hypotheses, testing them, and iterating this activity to find what works and what doesn’t work to manage risk<br />Personal, considering the unique context of each problem and the people involved<br />Integrative, perceiving an entire system and its linkages<br />Interpretive, devising how to frame the problem and judge the possible solutions<br />
    14. 14. Characteristics of Services<br />Complex experiences over time<br />Multiple touchpoints<br />Lack of ownership<br />Intangibility<br />Inseparability<br />Perishability<br />Heterogeneity<br />Quality is difficult to measure<br />
    15. 15. Service Design<br /> “The design of the overall experience of a service as well as the design of the process and strategy to provide that service.”<br /> - Stefan Moritz<br />
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    18. 18. Technical Assistance<br />The providing of advice, assistance, and training pertaining to the installation, operation, and maintenance of equipment. <br />Aid given by governments and other agencies to support the economic, social and political development of developing countries.<br />The provision of advice, assistance, and training to ensure the successful development and operation of programs.<br />
    19. 19. State Early Childhood Training and Technical Assistance Network<br />
    20. 20. The Design Brief<br />What would an insanely great TA delivery system look like? <br />What would it do? <br />What would it feel like? <br />How would the world be different for a grantee that received TA through this system? For the clients who entered that grantee’s treatment program? For the Federal agency that funded this system? And for the people who provided it? <br />
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    22. 22. If you don't like change <br />you're going to like irrelevance even less.<br />