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Designing in Complexity | Julie Guinn | Elsevier
The document discusses various design approaches, emphasizing the evolution from traditional design to more complex systems that facilitate social and organizational transformation. It highlights the challenges in healthcare, such as improving physician online profiles and optimizing urgent care patient flow, while exploring systems design principles like self-organization and adaptation. Additionally, it presents methods for surveying and scoping systems to identify problem and solution spaces effectively.
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Designing in Complexity | Julie Guinn | Elsevier
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- 2. DESIGN 4.0 Social Transformation Design DESIGN 3.0 Organization Transformation Design DESIGN 2.0 Product & Service Design DESIGN 1.0 Traditional Design Small Messes Product &Service Messes Organizational Messes Societal Messes
- 3. Make it easierfor physicians to keep their online profiles up to date. Get feedback on an idea to fill prescriptions during on- site doctor visits. Look for opportunities to save time in our Urgent Care patient flow. Improve the design of clinical trial patient data forms— they’re hard to read!
- 6. DESIGN 4.0 Social Transformation Design DESIGN 3.0 Organization Transformation Design DESIGN 2.0 Product & Service Design DESIGN 1.0 Traditional Design Small Messes Product &Service Messes Organizational Messes Societal Messes
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- 8. System: An interconnected setof elements that is coherently organized in a way that achieves something.
- 9. System: Elements Connections Purpose product, outcome,achievement… relationships, flows, exchanges… people, objects, organizations, concepts…
- 10. System: Elements Connections Purpose Boundary product, outcome, achievement… relationships,flows, exchanges… people, objects, organizations, concepts… spatial, temporal, functional…
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- 12. Complex Adaptive System: Elements Connections Purpose Boundary multiple& potentially conflicting highly interconnected & interdependent numerous & diverse fuzzy, permeable & deeply nested
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- 14. Properties: Emergence Non-Linearity Adaptation Feedback Loops facilitative &participatory customized & iterative holistic & inclusive observant & responsive SYSTEMS DESIGN PRINCIPLES
- 15. Self Organization: A processwhereby global order arises from the local interactions of lower-level parts, rather than being imposed by external agents.
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- 20. Types of Riskin Service Implementation
- 21. Symptoms of OrganizationalRisk Being Present “It’s good enough. Why do we need to change it?” “That’s nice, but we’re not going to do that.” “Why weren’t we informed of this research in the first place?” Silence or can’t get on stakeholder’s calendar.
- 22. Self Organization: “system immuneresponse”“systems blindness” Distributed Knowledge Distributed Control
- 23. The Brief TheReality
- 24. The Brief TheReality
- 25. PROBLEM SPACE SOLUTIONSPACESYSTEM SPACE
- 26. PROBLEM SPACE SOLUTIONSPACESYSTEM SPACE Survey Scope
- 27. • Rich PictureMethod • Concept Map • Actor Map • Cause & Effect Diagram • Iceberg Model Surveying THE SYSTEM
- 28. Rich Pictures +Iceberg Model Image source: Colin Bate, CanUX 2009, https://www.flickr.com/photos/rhuvok/4101726752
- 29. • System Map •Context Diagram • Circles of Influence Map • Stakeholder Analysis Scoping THE SYSTEM
- 30. Circle of Control Ableto take direct action Circle of Concern Able to monitor & respond to actions Circle of Influence Able to advocate or recommend actions Circles of Influence Map
- 32. Make it easierfor physicians to keep their online profiles up to date. Get feedback on an idea to fill prescriptions during on- site doctor visits. Look for opportunities to save time in our Urgent Care patient flow. Improve the design of clinical trial patient data forms— they’re hard to read! Pivoted to new idea Made smaller-scale improvement Moved idea to “v2” Made smaller-scale improvement
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