This presentation was given to a medical audience in Toronto in 2014. It discusses the research that supports design-based innovation in the patient experience. For further details contact me at dunne@rotman.utoronto.ca
Meet the experts enhancing health through design, learn about quality of life trends and figures through studies and data and how small gestures can make big differences, discover a user guide to fighting hospital-acquired infections and read up on Sodexo News Around the World.
More Brain, Less Storm - Better BrainstormingBresslergroup
Chris Murray talks brainstorming, a topic central to design at large. Learn about the benefits of brainstorming and how to have effective, meaningful approaches to problem-solving.
For more information about interaction product design and to connect with Bresslergroup, visit http://www.bresslergroup.com/blog/interaction-design-for-the-internet-of-things/
Meet the experts enhancing health through design, learn about quality of life trends and figures through studies and data and how small gestures can make big differences, discover a user guide to fighting hospital-acquired infections and read up on Sodexo News Around the World.
More Brain, Less Storm - Better BrainstormingBresslergroup
Chris Murray talks brainstorming, a topic central to design at large. Learn about the benefits of brainstorming and how to have effective, meaningful approaches to problem-solving.
For more information about interaction product design and to connect with Bresslergroup, visit http://www.bresslergroup.com/blog/interaction-design-for-the-internet-of-things/
Nancy Fontaine and Tim Keogh on the patient experience revolution at Whipps C...The King's Fund
Nancy Fontaine, Deputy Director of Nursing, Patient Safety and Quality Whipps Cross University Hospital NHS Trust and Tim Keogh, Partner, April Strategy on the work that Whipps Cross has done to revolutionise patient experience.
Understanding the patient experience beyond the survey Baird Group
Explore 5 proven methods for understanding the patient experience beyond the patient satisfaction survey. Created by Kristin Baird, RN, BSN, MHS, this presentation is designed to help the healthcare professional delve deeper into the patient experience through rounding, mystery shopping, intercept interviews, and more.
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Inpatient Rounding: 30 Minutes a Week to Amazing Patient ExperienceMedAmerica Marketer
In a busy emergency department, patients can feel lost in the shuffle. No wonder patients admitted from the ED tend to score the hospital low on patient satisfaction surveys. But even after a negative experience, it’s still possible to win back patients’ loyalty. The trick is to respond quickly and with genuine compassion.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
Achieving patient experience excellence through cultural transformationBeyond Philosophy
What are the key ingredients to building sustainable and growing patient experience excellence? How do you create a culture that keeps excelling and innovating? To sign up our latest webinar visit here http://www.beyondphilosophy.com/thought-leadership/webinars
Top 10 president & ceo interview questions and answersmartinezsam438
In this file, you can ref interview materials for president & ceo such as types of interview questions, president & ceo situational interview, president & ceo behavioral interview…
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
The Top Five Recommendations for Improving the Patient ExperienceHealth Catalyst
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
The SVP and Managing Director of Jack’s Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in today’s healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience – and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapy’s success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Brands are made for and by humans. Their greatest wish is to connect with humans. So why do they find it so difficult? From jarringly chirpy digital, social & mobile experiences to misguided content marketing efforts, brands’ (and, let’s face it, agencies’) attempts to ‘be more human' often make us cringe.
And now, algorithms and big data means brands know more about us than ever before, and with this their opportunities to ‘act human’ have multiplied exponentially. But in many cases, their brand building efforts are failing: either to be convincing or in adopting the right aspects of humanity. And in so doing they become clingy, nosey or just plain creepy.
So brands face a paradox: the more they try to be human, the more they risk alienating the humans they so want to connect with. So can brands be ‘more human’? Or more importantly…should brands be more human?
Nancy Fontaine and Tim Keogh on the patient experience revolution at Whipps C...The King's Fund
Nancy Fontaine, Deputy Director of Nursing, Patient Safety and Quality Whipps Cross University Hospital NHS Trust and Tim Keogh, Partner, April Strategy on the work that Whipps Cross has done to revolutionise patient experience.
Understanding the patient experience beyond the survey Baird Group
Explore 5 proven methods for understanding the patient experience beyond the patient satisfaction survey. Created by Kristin Baird, RN, BSN, MHS, this presentation is designed to help the healthcare professional delve deeper into the patient experience through rounding, mystery shopping, intercept interviews, and more.
University of Utah Health Exceptional Value Annual Report 2015University of Utah
Every year the Exceptional Value Annual Report documents the performance of University of Utah Health on all 45 of the key initiatives identified in the organization's Operational Plan. Focused on value-driven outcomes (quality, service and cost), our successes are celebrated and failures are reviewed for learning opportunities.
Inpatient Rounding: 30 Minutes a Week to Amazing Patient ExperienceMedAmerica Marketer
In a busy emergency department, patients can feel lost in the shuffle. No wonder patients admitted from the ED tend to score the hospital low on patient satisfaction surveys. But even after a negative experience, it’s still possible to win back patients’ loyalty. The trick is to respond quickly and with genuine compassion.
Managing the hospital in-patient experience | Understanding where to investSiegel+Gale
Few would argue the importance of delivering a quality patient experience, but how do you determine where improvements would have the greatest impact?
Siegel+Gale's Rolf Wulfsberg, PhD, Global Director of Quantitative Insights, shares a unique analysis of patient experience data from a national study of hospital patients.
+ Gain insights into the findings of our recent PinPoint™ study that examined the experiences of 500 hospital patients nationally
+ Learn how it is possible to segregate the impact of different touch points on the overall patient experience
+ See patient experience strategy maps that help inform investment decisions
+ Understand how the drivers of patient acquisition differ from the drivers of retention (e.g., word of mouth recommendations to others)
+ Learn some specific steps that can be taken to improve the hospital experience
Siegel+Gale is a global strategic branding firm committed to building world-class brands through elegantly simple, unexpectedly fresh strategies, stories and experiences. We deliver comprehensive services in brand development, simplification, research and digital media. Since our founding by brand sage and simplification pioneer Alan Siegel in 1969, Siegel+Gale's mantra has been "Simple is Smart."
Achieving patient experience excellence through cultural transformationBeyond Philosophy
What are the key ingredients to building sustainable and growing patient experience excellence? How do you create a culture that keeps excelling and innovating? To sign up our latest webinar visit here http://www.beyondphilosophy.com/thought-leadership/webinars
Top 10 president & ceo interview questions and answersmartinezsam438
In this file, you can ref interview materials for president & ceo such as types of interview questions, president & ceo situational interview, president & ceo behavioral interview…
Patient satisfaction is about the Total Quality of the Patient Encounter (TQE). TQE is the sum of Patient Experience (as defined by CMS) plus Patient Satisfaction as defined by all of the non CMS related touchpoints.
The Top Five Recommendations for Improving the Patient ExperienceHealth Catalyst
Improving patient satisfaction scores and the overall patient experience of care is a top priority for health systems. It’s a key quality domain in the CMS Hospital Value-Based Purchasing (VBP) Program (25 percent) and it’s an integral part of the IHI Triple Aim. But, despite the fact that health systems realize the importance of improving the patient experience of care, they often use patient satisfaction as a driver for outcomes. This article challenges this notion, instead recommending that they use patient satisfaction as a balance measure; one of five key recommendations for improving the patient experience:
Use patient satisfaction as a balance measure—not a driver for outcomes.
Evaluate entire care teams—not individual providers.
Use healthcare analytics to understand and act on data.
Leverage innovative technology.
Improve employee engagement.
This article also explains why patient experience is so closely tied to quality of care, and why it’s a prime indicator of a healthcare organization’s overall health.
How pharma and healthcare brands can improve their customer experienceJack Morton Worldwide
The SVP and Managing Director of Jack’s Chicago office, Matt Pensinger, presented at Lions Health 2015 with Katie Bang from Eli Lilly and Company about improving the customer experience for patients:
There is growing recognition amongst healthcare brands that understanding the full patient journey is essential for success in today’s healthcare environment. The sheer extent of this both physical and emotional journey, from awareness through to treatment and adherence, opens the patient to many potential experience gaps between their expectations and reality that can lead to frustration, disillusionment and even dropping the prescribed treatment.
So, healthcare companies must understand this journey if they are to improve the customer experience – and offer necessary patient support that extends far beyond a given medication. Being truly effective requires that the entire organisation (from science through to sales) understands the patient journey in order to meet patient needs and effectively engage the many stakeholders that are becoming increasingly important to a therapy’s success.
This is a significant undertaking and healthcare brands and their marketing agencies need to think differently about how they engage with patients and support communications for all the other stakeholders. This talk will examine the experience journey and what it means for the way we market.
Brands are made for and by humans. Their greatest wish is to connect with humans. So why do they find it so difficult? From jarringly chirpy digital, social & mobile experiences to misguided content marketing efforts, brands’ (and, let’s face it, agencies’) attempts to ‘be more human' often make us cringe.
And now, algorithms and big data means brands know more about us than ever before, and with this their opportunities to ‘act human’ have multiplied exponentially. But in many cases, their brand building efforts are failing: either to be convincing or in adopting the right aspects of humanity. And in so doing they become clingy, nosey or just plain creepy.
So brands face a paradox: the more they try to be human, the more they risk alienating the humans they so want to connect with. So can brands be ‘more human’? Or more importantly…should brands be more human?
The Interprofessional Team Immersion (IPTI) offers students across 13 health professions opportunities to apply their skills in cross-professional communication, teamness, and patient-centered engagement. The experience is characterized by high stakes cases carefully designed to cultivate an atmosphere conducive to rapid teambuilding and compassionate patient care. Within a safe learning environment, faculty and students acquire understanding of roles and responsibilities as well as skills to manage complex cases. This presentation will describe and demonstrate the rationale, design, and implementation of IPTI over a three-year period. Findings suggest significant increase in IPTI students’ perceptions of cooperation, resource sharing and communication skills for team-based practice. Programmatic evaluation substantiates the value students place on practicing interprofessional clinical skills before and while in their clinical-community rotations. Debriefing sessions with standardized patients enhanced students’ knowledge and appreciation for patient engagement and shared decision-making culminating for some in scholarly products. In total, findings provide beneficial insight for other interprofessional educational and collaborative practice initiatives taking place at the University and in the community. Learn more about IPEC at University of New England ipec(at)une(dot)edu or follow us on Twitter @UNEIPE
Understanding and Supporting Clients with Attention Deficit Hyperactivity Di...David Nowell
Slides for a presentation to vocational rehabilitation counselors with Massachusetts Rehabilitation Commission on 12/12/2014. This is a workshop I've presented to various audiences - including professionals, parents, and adults and their partners - for 1-hour to 3-hour to all-day trainings. Contact me to consider a similar workshop for your group at David@DrNowell.com.
Peer coaching to improve debriefing skills for simulation-based educationDebrief2Learn
This workshop presentation aims to:
1. Describe the elements of debriefing performance which can be explored when providing feedback on the quality of debriefing sessions.
2. Apply a faculty development tool designed to help with peer coaching and feedback.
3. Describe and implement a strategy for effective faculty development in a simulation program
تفکر طراحی یکی از مهمترین مفاهیم کسبوکار است، اینکه چگونه به تحلیل یک سیستم پرداخته شود و از میان آن تحلیل بتوان کسبوکاری جدید را رشد داد. این کارگاه که از مجموعه کارگاههای مقدمات کارآفرینی در سلامت بود، در تاریخ 27 آذرماه 1398 در دانشگاه علوم پزشکی تهران توسط خانم مهندس سپیده شریعتی برگزار شد.
Learn how to assess internal (research/project team) and external (patient/public partner) readiness to engage in health research.
CHI's Lunchtime Learning is open to all researchers, decision-makers, clinicians, patients and members of the public who want to learn more about the theory and practice of meaningful, inclusive, and safe patient and public engagement.
Following this session, attendees should be able to:
• Describe the importance of conducting readiness assessments prior to engagement;
• Describe key concepts for assessing internal and external readiness; and
• Conduct readiness assessments in planning patient engagement.
Engaging service users and healthcare staff in quality improvement: a practic...MS Trust
This presentation by Glenn Robert from the National Nursing Research Unit and King's College London looks at what experience based co-design is, and why do it.
It was presented at the MS Trust Annual Conference in November 2014.
Definition.
Purpose Of Counseling.
Types Of Counseling.
Qualities Of Counselor.
Guidelines Of Effective Counseling.
Skills Of Counselor.
Phases Of Counseling.
GATHER Approach.
Counseling VS Health Education.
Conclusion.
The Use of Structured and Supported Debriefing in Cardiac Arrest Quality Impr...David Hiltz
Hiltz and Baumrind discuss the use of the American Heart Association's Structured and Supported Debriefing program and how it can be used in a clinical environment as part of strategies to improve resuscitation quality.
The keynote address was delivered at the NYSAVSA Annual Conference on June 7, 2012 in Geneva, NY. The purpose of the address was 3-fold: (1) Outline what patient- and family-centered care is, its core components, and benefits; (2)Highlight some best practice volunteer programs aligned with the PFCC philosophy; (3) Provide conference participants with an assessment grid to evaluate their volunteer programming based on two PFCC standards and walk away from the presentation with concrete strategic next steps to enhance and strengthen their volunteer programming based on the PFCC model and philosophy.
Context matters in the practice of interpreting but too often the complexities and implications of context are not adequately defined in interpreter training. Instead, learning about the many and varied contexts that interpreters are called into is left to on-the-job experience.
Over the last twenty years, Robyn Dean and Robert Pollard have offered practitioners, educators, and trainers ways to identify and talk about the interpreting context and how to more effectively prepare interpreters for working in those contexts. Much of that work has been devoted to the contexts of medical and mental health.
This presentation explains how medical interpreting educators can help to not only define context but teach it and assess practitioners’ ability to understand and apply it in professional practice. As medical education has worked to improve the clinical skills of providers so too should medical interpreter education. This can happen by bringing interpreter practitioners incrementally closer to the medical contexts, that is to improve and assess their clinical skills.
We understand the unique challenges pickleball players face and are committed to helping you stay healthy and active. In this presentation, we’ll explore the three most common pickleball injuries and provide strategies for prevention and treatment.
India Clinical Trials Market: Industry Size and Growth Trends [2030] Analyzed...Kumar Satyam
According to TechSci Research report, "India Clinical Trials Market- By Region, Competition, Forecast & Opportunities, 2030F," the India Clinical Trials Market was valued at USD 2.05 billion in 2024 and is projected to grow at a compound annual growth rate (CAGR) of 8.64% through 2030. The market is driven by a variety of factors, making India an attractive destination for pharmaceutical companies and researchers. India's vast and diverse patient population, cost-effective operational environment, and a large pool of skilled medical professionals contribute significantly to the market's growth. Additionally, increasing government support in streamlining regulations and the growing prevalence of lifestyle diseases further propel the clinical trials market.
Growing Prevalence of Lifestyle Diseases
The rising incidence of lifestyle diseases such as diabetes, cardiovascular diseases, and cancer is a major trend driving the clinical trials market in India. These conditions necessitate the development and testing of new treatment methods, creating a robust demand for clinical trials. The increasing burden of these diseases highlights the need for innovative therapies and underscores the importance of India as a key player in global clinical research.
One of the most developed cities of India, the city of Chennai is the capital of Tamilnadu and many people from different parts of India come here to earn their bread and butter. Being a metropolitan, the city is filled with towering building and beaches but the sad part as with almost every Indian city
CHAPTER 1 SEMESTER V - ROLE OF PEADIATRIC NURSE.pdfSachin Sharma
Pediatric nurses play a vital role in the health and well-being of children. Their responsibilities are wide-ranging, and their objectives can be categorized into several key areas:
1. Direct Patient Care:
Objective: Provide comprehensive and compassionate care to infants, children, and adolescents in various healthcare settings (hospitals, clinics, etc.).
This includes tasks like:
Monitoring vital signs and physical condition.
Administering medications and treatments.
Performing procedures as directed by doctors.
Assisting with daily living activities (bathing, feeding).
Providing emotional support and pain management.
2. Health Promotion and Education:
Objective: Promote healthy behaviors and educate children, families, and communities about preventive healthcare.
This includes tasks like:
Administering vaccinations.
Providing education on nutrition, hygiene, and development.
Offering breastfeeding and childbirth support.
Counseling families on safety and injury prevention.
3. Collaboration and Advocacy:
Objective: Collaborate effectively with doctors, social workers, therapists, and other healthcare professionals to ensure coordinated care for children.
Objective: Advocate for the rights and best interests of their patients, especially when children cannot speak for themselves.
This includes tasks like:
Communicating effectively with healthcare teams.
Identifying and addressing potential risks to child welfare.
Educating families about their child's condition and treatment options.
4. Professional Development and Research:
Objective: Stay up-to-date on the latest advancements in pediatric healthcare through continuing education and research.
Objective: Contribute to improving the quality of care for children by participating in research initiatives.
This includes tasks like:
Attending workshops and conferences on pediatric nursing.
Participating in clinical trials related to child health.
Implementing evidence-based practices into their daily routines.
By fulfilling these objectives, pediatric nurses play a crucial role in ensuring the optimal health and well-being of children throughout all stages of their development.
Telehealth Psychology Building Trust with Clients.pptxThe Harvest Clinic
Telehealth psychology is a digital approach that offers psychological services and mental health care to clients remotely, using technologies like video conferencing, phone calls, text messaging, and mobile apps for communication.
Global launch of the Healthy Ageing and Prevention Index 2nd wave – alongside...ILC- UK
The Healthy Ageing and Prevention Index is an online tool created by ILC that ranks countries on six metrics including, life span, health span, work span, income, environmental performance, and happiness. The Index helps us understand how well countries have adapted to longevity and inform decision makers on what must be done to maximise the economic benefits that comes with living well for longer.
Alongside the 77th World Health Assembly in Geneva on 28 May 2024, we launched the second version of our Index, allowing us to track progress and give new insights into what needs to be done to keep populations healthier for longer.
The speakers included:
Professor Orazio Schillaci, Minister of Health, Italy
Dr Hans Groth, Chairman of the Board, World Demographic & Ageing Forum
Professor Ilona Kickbusch, Founder and Chair, Global Health Centre, Geneva Graduate Institute and co-chair, World Health Summit Council
Dr Natasha Azzopardi Muscat, Director, Country Health Policies and Systems Division, World Health Organisation EURO
Dr Marta Lomazzi, Executive Manager, World Federation of Public Health Associations
Dr Shyam Bishen, Head, Centre for Health and Healthcare and Member of the Executive Committee, World Economic Forum
Dr Karin Tegmark Wisell, Director General, Public Health Agency of Sweden
Medical Technology Tackles New Health Care Demand - Research Report - March 2...pchutichetpong
M Capital Group (“MCG”) predicts that with, against, despite, and even without the global pandemic, the medical technology (MedTech) industry shows signs of continuous healthy growth, driven by smaller, faster, and cheaper devices, growing demand for home-based applications, technological innovation, strategic acquisitions, investments, and SPAC listings. MCG predicts that this should reflects itself in annual growth of over 6%, well beyond 2028.
According to Chris Mouchabhani, Managing Partner at M Capital Group, “Despite all economic scenarios that one may consider, beyond overall economic shocks, medical technology should remain one of the most promising and robust sectors over the short to medium term and well beyond 2028.”
There is a movement towards home-based care for the elderly, next generation scanning and MRI devices, wearable technology, artificial intelligence incorporation, and online connectivity. Experts also see a focus on predictive, preventive, personalized, participatory, and precision medicine, with rising levels of integration of home care and technological innovation.
The average cost of treatment has been rising across the board, creating additional financial burdens to governments, healthcare providers and insurance companies. According to MCG, cost-per-inpatient-stay in the United States alone rose on average annually by over 13% between 2014 to 2021, leading MedTech to focus research efforts on optimized medical equipment at lower price points, whilst emphasizing portability and ease of use. Namely, 46% of the 1,008 medical technology companies in the 2021 MedTech Innovator (“MTI”) database are focusing on prevention, wellness, detection, or diagnosis, signaling a clear push for preventive care to also tackle costs.
In addition, there has also been a lasting impact on consumer and medical demand for home care, supported by the pandemic. Lockdowns, closure of care facilities, and healthcare systems subjected to capacity pressure, accelerated demand away from traditional inpatient care. Now, outpatient care solutions are driving industry production, with nearly 70% of recent diagnostics start-up companies producing products in areas such as ambulatory clinics, at-home care, and self-administered diagnostics.
4. Summary
• Patient experience is all about getting the right
outcomes – not “patient satisfaction”
• Design of patient experience is an act of
conscious creation
• There are massive opportunities to solve
healthcare problems through design …
• … for example …
• How the process works
• Case study: Mayo Clinic Center For Innovation
• Challenges and how to deal with them
2014-‐07-‐02
David
Dunne,
Ph.D.
6. Patient satisfaction is not patient
experience
• To think of patient experience is to see the
experience from the patient’s perspective
• Patient satisfaction is typically a short-term
quantitative score that misspecifies the
experience and obscures the story
• Well-designed patient experiences achieve
desirable goals for all: satisfaction vs.
outcome is a false dichotomy
2014-‐07-‐02
David
Dunne,
Ph.D.
8. The
era
of
paternalis/c
medicine,
where
the
doctor
knew
best
and
the
pa/ent
felt
lucky
to
have
him,
has
ended.
We
don’t
worship
authority
figures
anymore.
Our
health-‐care
system
has
become
impersonal,
mechanized,
and
hollow,
and
it
has
failed
millions
of
people,
many
of
whom
want
to
find
a
way
to
regain
control
of
their
own
medical
decisions.
Michael
Specter
“The
Operator”
The
New
Yorker
Feb
4
2013
Read
more:
hJp://www.newyorker.com/reporMng/2013/02/04/130204fa_fact_specter?
printable=true¤tPage=2#ixzz2KjLIuKHd
2014-‐07-‐02
David
Dunne,
Ph.D.
11. Can we reframe this?
• Instead of thinking of patient satisfaction and
health outcome as either-or, can we see them as
linked?
• Patient satisfaction measures are influenced by:
– Outcomes
– Expectations
– Human interaction
– Process … etc.
• A good experience is a good process that leads
to a good outcome
2014-‐07-‐02
David
Dunne,
Ph.D.
13. 2014-‐07-‐02
David
Dunne,
Ph.D.
If we put a fraction of the effort into understanding the patient
experience that we invest in understanding diseases, we
could immeasurably improve healthcare
14. DESIGN IS AN ACT OF CONSCIOUS
CREATION
2014-‐07-‐02
David
Dunne,
Ph.D.
15. Design is an act of conscious creation
• The needs of the individual user/patient are
paramount*
• Design thinking does not come naturally: it
requires training, method and attitude. Most
of all, attitude
• Its purpose and methods are different from
science. It proceeds by learning from low-
resolution/low-risk field trials.
2014-‐07-‐02
David
Dunne,
Ph.D.
*(P.S.
Frustrated
staff
do
not
deliver
good
paMent
experiences)
16. Nobody experiences the system; they
experience their own pathway through it
2014-‐07-‐02
David
Dunne,
Ph.D.
What is the “lived experience” of healthcare
from the patient’s perspective?
19. This (well-intended) finger wagging is
often ineffective …
2014-‐07-‐02
David
Dunne,
Ph.D.
We are different from patients
We do not understand their
experience, because:
• We don’t see everything they see
• We don’t live their lives
• All patients are not the same
• We are biased observers
20. There is a better way
2014-‐07-‐02
David
Dunne,
Ph.D.
Understand
Frame
Create
Patient-
Centred
Design
Develop a deep,
empathetic, intimate
understanding of the
context patients live in
Define the problem to be
solved as the patient
would define it
Explore – i.e. make –
solutions to learn more
21. Medicine, Science and Design are
different ways of thinking
2014-‐07-‐02
David
Dunne,
Ph.D.
Synthe'c)Analy'c)
Symbolic)
Real)
Science&
Design&Medicine&
Analy&c(
Symbolic( Synthe&c(
Symbolic(
Synthe&c(
Real(
Analy&c(
Real(
Owen
2007
Design proceeds by thoroughly
understanding patients’ lives,
by making connections, by
experimenting to explore the
problem.
Medicine proceeds by testing
hypotheses one at a time, by
understanding before acting and
by doing no harm.
22. THERE ARE MASSIVE OPPORTUNITIES TO
SOLVE HEALTHCARE PROBLEMS
THROUGH DESIGN
2014-‐07-‐02
David
Dunne,
Ph.D.
23. There are massive opportunities to solve
healthcare problems through design
• Many studies support the link between
experience and outcome
• Increased importance of chronic conditions,
where the patient is main actor
• Patients make choices … and not always
choices you’d like
• Well-designed experiences reduce cost and
make patients happier and healthier
2014-‐07-‐02
BUT
every
paMent
is
different
…
and
experiences
the
same
processes
differently
David
Dunne,
Ph.D.
24. The elephant in the room: adherence
14% to 21% never fill their original prescriptions.
60% cannot identify their own medications
30% to 50% ignore or compromise medication
instructions
25% admissions related to poor self-
administration.
12% to 20% take other people's medicines.
… AND BTW …
For a chronic disease like diabetes, 95% of
treatment is self-administered
2014-‐07-‐02
David
Dunne,
Ph.D.
31. To understand design thinking, you need
to understand three things
2014-‐07-‐02
David
Dunne
31
ObservaMon
Quant
&
qual
interviews
Storytelling
Understanding
the
user
and
context
Rapid
prototyping
Bodystorming
Walk
throughs
Making
as
a
way
of
thinking
Root
causes
PerspecMve
flips
Systems
thinking
User
experience
Reframing
the
problem
32. PCD emphasizes ‘lived experience’
• Focus on groups of individuals, not ‘general
public’
• Empathy – attempting to see the experience
from the patient’s perspective
• Understand what drives behaviour so we
can achieve better outcomes
• NOT the same as ‘pampering’ patients
2014-‐07-‐02
David
Dunne,
Ph.D.
33. Diabetes: the old way
"The
needles
were
enormous,
and
they
came
with
liJle
pumice
stones
so
that
you
could
sharpen
them.
They
oken
became
dull
and
developed
barbs
on
the
end.
And
in
order
to
sterilize
them
they
had
to
be
boiled
for
twenty
minutes."
2014-‐07-‐02
David
Dunne,
Ph.D.
34. A problem well-framed is a problem
solved
• We do not accept the problem ‘as given’ but
look to reframe it based on
– Patient perspective
– Underlying issues
– Analogies
• Reframing is more important than
brainstorming
2014-‐07-‐02
David
Dunne,
Ph.D.
35. CHANGING FOCUS AT SINAI EMERG
INITIAL
FRAME:
“WHY
CAN’T
I
GET
ANY
PRIVACY?”
REFRAMED:
“WHY
ARE
THERE
SO
MANY
PEOPLE
AROUND?”
2014-‐07-‐02
David
Dunne,
Ph.D.
36. Get physical, early and often
• Prototypes can be
anything
– Rough models
– Role plays
– Sketches/collages
• They force you to get your
idea clear and explicit
• They help others to see
what you are talking about
• They allow patients to
respond, experience and
comment
2014-‐07-‐02
David
Dunne,
Ph.D.
38. … and the right attitude
2014-‐07-‐02
David
Dunne
38
Empathy … to appreciate the user’s problem even
when they are very different from you
Curiosity … “mind of a child” who keeps asking
“why?”
Openness … to different forms of knowledge and to
new perspectives
Nonattachment … to one’s own ideas, or to those of
the team
Mindfulness … to see the inherent possibilities
39. A nonlinear, iterative process
2014-07-02
UNDERSTAND CONTEXTREFRAME
CREATE
STATE AND RESTATE THE PROBLEM:
WHO NEEDS WHAT BECAUSE WHY?
DEVELOP DESIGN PRINCIPLES
EXPLORE SOLUTIONS
DRAW, MAKE, DO
REFINE AND ITERATE
DEVELOP PATIENT INSIGHT
UNDERSTAND THE SYSTEM
ITERATE:
WHAT
DO
OUR
FINDINGS
INDICATE
ABOUT
THE
PROBLEM?
ITERATE:
WHAT
DO
OUR
SOLUTIONS
TELL
US
ABOUT
THE
PROBLEM?
ITERATE:
WHAT
INSIGHTS
MAY
LEAD
TO
SOLUTIONS?
WHAT
DO
OUR
SOLUTIONS
SUGGEST
WE
NEED
TO
KNOW?
UNDERSTAND
REALITY
FRAME THE
NEED
CREATE POSSIBILITY
David Dunne, Ph.D.
40. MAYO CLINIC CENTER FOR INNOVATION
CASE STUDY
2014-‐07-‐02
David
Dunne,
Ph.D.
42. Igniting a SPARC
• SPARC (see/plan/act/refine/communicate)
was started in 2000
• This became the Center for Innovation (CFI)
in 2008
• CFI uses design approaches:
1. Topic framing
2. Research
3. Design
4. Implementation
2014-‐07-‐02
David
Dunne,
Ph.D.
43. The intent: to understand and improve
the delivery of care
2014-‐07-‐02
David
Dunne,
Ph.D.
44. Redesigning outpatient practice: Jack
and Jill rooms
2014-‐07-‐02
David
Dunne,
Ph.D.
Based
on
the
observaMon
that
physical
exam
takes
up
a
small
porMon
of
Mme
ConversaMon
room
Treatment
room
45. CFI Mission, Goals and Approach
2014-‐07-‐02
David
Dunne,
Ph.D.
Mission
The Center for Innovation's mission is to transform the experience and delivery of
health care.
Goals
• Focus on the human experience to identify needs and design services, products
and business models to meet them
• Innovate care delivery that's accessible, affordable and value-driven
• Collaborate openly — internally and externally
• Generate economic value by demonstrating financial return from sustainable
delivery models, services and products
Approach
The Center for Innovation works with a "Think big. Start small. Move
fast.™"philosophy.
• Connect. Bring people together in new ways inside and outside of Mayo Clinic.
• Design. Identify opportunities and realize solutions that transform care delivery
and experience.
• Enable. Facilitate and accelerate innovation across Mayo Clinic.
47. The RED engineering project
2014-‐07-‐02
David
Dunne,
Ph.D.
Goal
Pay for performance è enhanced need for better care at lower cost
Method
‘Interview and Observation
Key Insights
• “Patients don’t get vacations”.
• Medical and non-medical considerations were interwoven in the
dialysis experience, but there were gaps between them.
• The patient care team was often patients’ sole source of
support – not just medical, but emotional too. Because of this,
patients were often reluctant to leave the hospital.
• Patients and healthcare providers spoke different languages,
but had common goals and intentions.
48. What they learned
2014-‐07-‐02
David
Dunne,
Ph.D.
In the middle of a lot of stress and acute illness, we were asking them
to make big decisions: do you want dialysis tonight? You don’t need to
do it, but of course if you don’t use dialysis you’ll probably die by
tomorrow morning … What kind of dialysis do you want? OK, now
you’re on dialysis, goodbye; you can be dismissed from the hospital.
Good luck with your new life. We realized that this did not set our
patients up for success in the future.
Dr. Amy Williams, MD, Nephrologist
49. What they did
2014-‐07-‐02
David
Dunne,
Ph.D.
Exploration and Experimentation
• Mapped the experience
• Developed an integrated care team approach that took into account
medical and non-medical aspects.
• In-depth patient understanding à new educational materials
Outcomes
• Hospital admissions fell by 40%
• Reductions in in-hospital dialysis.
• Patient satisfaction, provider and care team satisfaction all
increased.
• Quality standards were met and there were significant cost savings.
51. The challenges
• Lack of (or passive) on-the-ground
cooperation
• Mental models:
– It’s about pampering patients/customer service/
marketing … all stuff other people do
– It’s about low-priority issues
– It’s not scientific
– It leads to higher costs
– It’s too time-consuming
• The lure of the incremental
2014-‐07-‐02
David
Dunne,
Ph.D.
52. The major risks
• Isolation and lack of cooperation
• Getting overloaded with incremental
projects
• Lack of departmental engagement
• Too few visible results
2014-‐07-‐02
David
Dunne,
Ph.D.
53. Fortunately, others have faced these
challenges
Strong, public, vocal top-level support
Project work:
Find early wins
Protect unallocated time for “banner” projects
Engage departmental teams
Internal relationship strategy:
Communication and engagement
Find allies and draw them in
Have someone who knows networks intimately
Establish and support communities of practice
2014-‐07-‐02
David
Dunne,
Ph.D.
54. Summary
• Patient experience is all about getting the right
outcomes – not “patient satisfaction”
• Design of patient experience is an act of
conscious creation
• There are massive opportunities to solve
healthcare problems through design …
• … for example …
• How the process works
• Case study: Mayo Clinic Center For Innovation
• Challenges and how to deal with them
2014-‐07-‐02
David
Dunne,
Ph.D.