ISQUA_DTMasterclass_FINAL2022.pptx
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Design thinking masterclass at ISQua conference 2022.
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ISQUA_DTMasterclass_FINAL2022.pptx
- 1. Design Doing: A disruptive health system model between designers, clinicians & users HEAL: Healthcare Excellence AcceLerator LEARN MORE? qut.design FRIDAY AM WORKSHOP QUT KG
- 3. Part 1: HEAL Overview Part 2: Hands-on Design Thinking TToday: 2-Part Workshop
- 5. Part Two: Hands-on with Design Thinking Part 1: HEAL Overview
- 7. We are living through the 4th industrial revolution, with an urgent need for transition models that scaffold learning and transformation. Design ‘thinking and doing’ offers a roadmap, a partnership with fresh creative thinkers who thrive on unpredictability, chaos and innovation.
- 8. The transformative power of design & designers, in collaboration with clinicians and consumers HEAL is Design Thinking in Action
- 9. because “the wisdom is the system”, DT and HEAL is a partnership between healthcare teams, consumers & the design community.. because “the wisdom is the system”, DT and HEAL is a partnership between healthcare teams, consumers & the design community….
- 10. Bridge Labs, HEAL & the QUT Design Research Team Bridge Labs- 2022 Queensland Health Award for Innovation
- 11. HEAL Genesis & Journey – 2020-2022 HEAL is a circuit- breaker, co-creating a radical, genuinely collaborative & experimental mindset prioritizing forward movement & rapid implementation
- 12. Illustrations: Simon Kneebone What is Design? The core function of design is to:“disrupt, contest, invent, direct, coordinate, respond, provoke and project” Designers use their aesthetic & technical skills to create and develop products, environments, systems, and services – alongside making and creating, design is also a strategic and creative problem- solving process. Rodgers, P. & Bremner, C. (2019). Design School: After Boundaries and Disciplines. Vernon Press. P185.
- 13. The Participatory Human-Centred Design Thinking Process is NOT Linear Hasso-Plattner Institute of Design at Stanford (d.school) model of design thinking breaks the process down into six iterative stages
- 14. 30+ HEAL Projects, Across 8 Qld HHS – 2020-2022 Spatial: Architecture, Landscape, & Interior Architecture Experiential : Interactive, Industrial Design, Fashion, & Visual Communication
- 15. Driving Ideas Design Thinking Workshops – from 6-100+ people
- 16. QUT-Led: A/Prof Jen Seevinck, Prof Evonne Miller, Kirsten Baade, & Gillian Risdale Playful Placemaking at Queensland Children’s Hospital
- 17. QUT-Led: A/Prof Marianelle Chamorro-Koc, Dr Rafael Gomez, Isabel Bryam Prototypes for Child-Friendly PPE
- 18. QUT-Led: Prof Lisa Scharoun, Prof Evonne Miller, Zoe Ryan Redesigning Visual Communication to Reduce Urine Contamination
- 19. QUT-Led: Prof Evonne Miller, Jessica Cheers Cairns HHS: Co-Creating Virtual Care
- 20. QUT-Led: Dr Manuela Taboada, Thalia Bruner, with Kirsty Leo Animating Cultural Safety
- 21. QUT-Led: Prof Evonne Miller WM: Connecting Rehab Services Across West Moreton • Appreciative Inquiry • Videography • Photovoice • Design Thinking • Exhibition
- 22. Creating space for critical transformative dialogues, reflection & action – Arts-Based Research & Design 1 Min: Sketching “Exceptional Moments” of Practice
- 23. SYSTEM ANALYSIS - HMF Surfacing Hopes, Myths, Fears–staff & patient HONEST CONVERSATIONS
- 24. Design Thinking Workshops: Reimagining Virtual & at-home Care in 2030 Rockhampton, CQ HHS QUT-Led: Prof Evonne Miller
- 25. Design Processes for EMPATHY – and identifying staff & Patient Safety PRIORITIES Personas: an inspiring, compelling, memorable and believable driver for change – eg poster size images of personas Design Futuring – in Creative Ways Making Integrated & Virtual Care a Reality – using personas
- 26. Telehealth Hub Project Project Team: QUT (Evonne Miller, Leonie Sanderson, Simon Lowe) TSU (Alison Kelly, Daniel Best) & HIU (Satyan Chari, Anna Wesselman) Assist QH staff to understand and use telehealth more easily: (1) How might we make it easier for staff to access information about how to use telehealth? (2) How might we create resources to help QH staff easily access telehealth tools? A spinning icon with different telehealth terms to make site feel inclusive and also indicate broad terminology used and how encompassing it is..
- 27. RIGHT BRAIN Divergent ‘FLARE’ Design Thinking is a Creative Problem-Solving Process The flare process of divergent thinking welcomes as many wild, improbable and radical ideas as possible, creating a wide number of potential solutions - often outside participants mindsets and comfort zones LEFT BRAIN Convergent ‘FOCUS’ https://www.interaction-design.org/literature/topics/convergent-thinking The focus or convergent stage narrows down all these ideas to the best – “the a- ha moment” when a clear preferred forward path emerges – which is prototyped and tested
- 28. Part Two: Hands-on with Design Thinking
- 29. Rules for Success 1.Embrace uncertainty 2.Defer judgement 3.Stay focused 4.Encourage ‘Wild Ideas’ 5.Be inclusive - build on ideas of others 6.Be willing to feel uncomfortable & unsure
- 30. 1. Discuss, write & order ideas: closest to centre priority 2. Identify top idea for today 3. Move to preferred table group WHAT'S ON YOUR RADAR? VISUALIZING PRIORITIES ACTI VITY 1
- 31. WORKING THROUGH THE 6 ‘STEPS’ OF THE DESIGN THINKING PROCESS
- 32. DT Step 1 – EMPATHISE Designers use empathy – the understanding of people and how they relate to products and environments - to design new experiences. Put yourself in your user’s shoes Think from their perspective
- 33. ACTIVITY 2: CREATE & COMPETE AN EMPATHY MAP - THE WHY!
- 34. identify journey, pain points & opportunities
- 35. STEP 2: Define – the HMW Question A good HMW: is interesting and inspiring; needs to be narrow, but not too directive; focuses on user / environment / experience; identifies an impactful
- 36. DT STEP 2: Define – the HMW question? Turns your challenge into actionable provocations and sharpens your focus – not too broad or too specific, ambitious but feasible! Turn problems/insights you’ve identified into a HME: • How might we use technology in rehabilitation? • How might we design out procedural pain? • How might we create a culture of patient safety in the ED? • How might we make telehealth mainstream? • How might we better educate patients / consumers / families about X ACTIVITY 3: FORMULATE YOUR HMW QUESTION
- 37. Ideation - forcing yourself to articulate your ideas to someone else in words or sketches, inadvertently advances your knowledge & thinking! DT STEP 3: IDEATION
- 38. DT STEP 3: IDEATION Brainstorm & create solutions. Share ideas - all ideas worthy. Yes and’ thinking – what if? All of us are smarter than any of us! !
- 40. Building on Ideas Write YOUR HEADLINE for 2050 S te p2: Write your HEADLINE here… S te p1: What is the most appropriate media outlet to spruik your achievements? Health Excellence Accelerator Lab 2050
- 41. Inspired by de Bono’s Six Thinking Hats – embody different perspectives CONSUMER SPACE FAMILY STAFF TECH. COMM’S. Deb Cushing & Evonne Miller. (2020). Creating Great Places: Evidence-based urban design for health and wellbeing. Routledge.
- 42. Putting on Different THEORY HATS – Theory-Storming in Action – ‘Design a Utopian Place’ Deb Cushing & Evonne Miller. (2020). Creating Great Places: Evidence-based urban design for health and wellbeing. Routledge.
- 43. many ideation tools & activities to choose from.. focus on RAPID IDEA GENERATION eg CRAZY EIGHTS, THEN SCAMPER – lateral thinking technique using 7 prompts to challenge the status quo & explore new possibilities
- 44. FUTURES THINING
- 45. ACTIVITY 4: IDEA GENERATION / IDEATION Aim for a minimum of 10 different ideas. Think differently, from the perspective of: Patient / Family / Staff / Space / Technology / Communications.
- 46. Prototypes, Brown (2009) reminds us, “should command only as much time, effort, and investment as are needed to generate useful feedback and evolve an idea” (p. 19) - so, today, drawing, narrative, butchers paper & headline DT STEP 4: PROTOTYPING Brown, T. (2009). Change by design: how design thinking transforms organizations and inspires innovation. HarperCollins . WHAT IDEA WILL YOUR TEAM PROTOPYPE – SUCCESS
- 47. 47 DT STEP 4: PROTOTYPING Make Ideas Tangible: Show, Don’t Tell Prototypes are physical models of ideas, which help communicate, test and refine. Prototypes are action-orientated, driven by the design question: what can be learned from this model? Typically easy, quick and cheap to create, low-fidelity (‘low-fi’) prototypes (concept sketches, storyboards, cardboard models) are most common in DT workshops, with high-fidelity (‘high- fi’) prototypes representing the look, feel and basic functionality of the final product
- 48. PROTOTYPE YOUR ONE IDEA • Build representations / mock- ups • Storyboards: fail fast / iterate quickly • Think about best media to design/present your solution • 2 min TV ad / 2 min performance • Physical object ? TODAY: MAGAZINE HEADLINE!
- 49. PITCHES / PROTOPYPES MAY BE IN SONG, DRAMA SKETCHES, FOOD PROPS & / OR DRAWING. Start with WHY - empathy/persona/problem
- 50. ACTIVITY 4: IDEA GENERATION / IDEATION Aim for a minimum of 10 different ideas. Think differently, from the perspective of: Patient / Family / Staff / Space / Technology / Communications.
- 51. ACTIVITY 5: YOUR PITCH / PROTOPYPE
- 52. RADICAL has disruptive potential TIMELY provides care when and where it is needed QUALITY maintains or improves quality of care INTERDISCIPLINARY helps teams to work together SUSTAINABLE addresses resource constraints Each group will have 1 minute to present your idea. Include Team/Project Name Take notes & rate idea based on criteria below – a successful idea would be one that is:
- 54. DT Step 5: Test DT Step 6: Implement / Assess Iterate quickly: test ideas & gather feedback • Share story - what works, impediments • Leave Feedback - Post-it Notes, Dot Stickers Aka rapid PDSA Cycles
- 55. ITERATIVE, MESSY, COLLABORATIVE, CREATIVE, INSPIRING, VISIONARY VISIBLE CHANGE DESIGN DOING! THE DESIGN THINKING CO-DESIGN PROCESS
- 57. “the illiterate of the 21st century will not be those who cannot read or write, but those who cannot learn, unlearn & relearn” Alvin Toffler (1970) Future Shock
- 58. Hardin Tibbs (2021). Making the Future Visible: HARDIN TIBBS – 2021 viewing the future as a psychological, strategic landscape the future as a strategic landscape – worthwhile, inspiring & achievable
- 59. perspective – “let’s imagine, together” possible/preferable futures - enabling the creative co- creation of a compelling vision for change Designers have the creative skills to visualise and communicate novel, inspiring visions of potential, possible, changed futures - design methods: (1) create space for difficult but required quality conversations; (2) disrupting multiple legacy systems (IT, organizational structures, processes) needs resilience, energy & creative vision (3) serve as a NORTH STAR for strategic roadmaps; (3) fosters a learning organization; (4) amplify voices, supporting the patient work of healing and the clinician/staff work of clinical care – caring for people who care
Editor's Notes
- ICE BREAKER Good morning, I’m Evonne Miller – Professor of Design Psychology and Director of the QUT Design Lab. Today, we’re going to discuss how a design-led approach might be a catalyst for positive change in healthcare, positively disrupting the system PURPOSE For our healthcare system to successfully respond to the challenges of population ageing, chronic disease, workforce shortages and system fragmentation, fresh, creative thinking is needed. This is what a design-led approach offers – design thinking and doing.
- Before I talk about how our design-led projects are transforming health, let me first pay my respects to and acknowledge the tridtional owners of the diverse lands where we are meeting – for me, it is the Turrbual and Yaggar people. I would like to express my gratitude for the sharing of these land. and my sorrow for the social, spiritual, economic and cultural toll of that sharing. I recognize that these lands have always been places for teaching, research, and learning – and so its appropriate that we are gathered here today to reflect on new approaches/ TEXT: 28 or 32 point size, with titles being 36 to 44 point size.
- There is no doubt that our healthcare system is under pressure, especially in these “living with COVID times’. As healthcare leaders, educators and researchers, as well as managing the ongoing impact of COVID, we must better manage: workforce shortages, an ageing population, rising rates of chronic disease, reduced budgets, hospital ramping and disparities in access for our most vulnerable populations. //
- There is an urgent need for a fresh approach to address these persistent wicked problems facing healthcare. // That is the focus of my masterclass today - how designers, working in collaboration with consumers and clinicians, might be the transformative change agents healthcare is seeking. // Today, we will walk through the design thinking process and the value for a design-led approach for healthcare, as well as the key steps and tools.
- As you will see, a design-led approach- will reduce system inefficiencies, maintain the delivery of high-quality care and improve the capacity of the healthcare system to innovate. You might be wondering how our design-led process differs from complexity or implementation science, systems thinking or consumer co-design; in fact, the magic of design is that it integrates and builds on all those approaches AND also offers a very different and practical lens to create the innovative , responsive, and adaptive healthcare system we urgently need // DT fosters fresh ideas, innovation, and action - and is the transformation enabler our system urgently needs
- Right now, you may be wondering: what exactly is design, design thinking – and a design-led approach to healthcare innovation? Design starts with change. Political scientist and Nobel Prize Laurette Herbert Simon (1969) defines design as: the “transformation of existing conditions into preferred ones” Design focuses on making products, places, technologies and services– and our interactions with them– more effective, more efficient, and more enjoyable; the process of ‘design thinking and doing’ offers a creative and human-centered approach to problem-solving. Designers have diverse disciplinary backgrounds - from spatial design to interactive and industrial design – yet what unifies us is our approach and outcomes: design imagines what might be and creates new things.
- In essence, what the DT process does is to teach you to think like a designer; to experiment, to think differently, to be comfortable with uncertainty – and at its essence, DT is Human-Centred Design. It is a process, mindset, and approach to solving complex problems. DT or Human-Centered Design, is based on a philosophy that empowers an individual or team to design products, services, systems, and experiences that address the core needs of those who are experiencing the problem – the end user. THE STEPS
- To illustrate the diversity of the DT and Doing process, I’m going to quicky share some examples from HEAL – the QLD Health funded Healthcare Excellence Accelerator, which has put designers into 7 Hospitals and Health Services across QLD, delivering 30+ diverse design-led projects. You can also access info on these via the QR code on your tables – to see videos and resources, including some of the handouts from today
- This image may be familiar: it is the 6th floor of QCH – which we recently re-designed using principles of playful placemaking and wayfinding. The main narratve image – co-designed with consumers and clincians – was to build on an existing large central artform of a parrot in the central atrium – and now we have different local parrots at play, on the walls and floor, which now lead children and their parents to different spaces; You can see here different coloured feathers on the ground, which you follow – our approach here uses form, messaging, and color to aid in playful wayfinding, with memorable visual landmarks – I am came in at the waterfall lift or the sunflower lift – creating easily memorable and enjoyable navigation. The parrots on the walls are doing different activities, which maintains engagement and a sense of discovery – even though this environment may be one that may be experienced regularly.
- Policy Review & Website Analysis: A brief desktop review of existing policy and research and QH websites containing telehealth information and resources and their usage Insights Workshop with Telehealth Support Unit: A focus on findings from the coordinator interviews and implications Telehealth Coordinator Interviews: Interviews with the majority of telehealth coordinators across Queensland Clinician Interviews: Short interviews with clinicians who currently use telehealth in their daily work Website Design Workshop with Telehealth Coordinators: Design workshop to create top-level design
- The process of design thinking emphasizes, at different points divergent and convergent thinking –termed “flare and focus”. The flare process of divergent thinking welcomes as many wild, improbable and radical ideas as possible, creating a wide number of potential solutions often outside participants mindsets and comfort zones. This is most evident in the ideation stage, which emphasizes creativity and that there are no ‘wrong answers’. The focus or convergent stage summarizes categories, prioritizes top ideas and narrows down all of these ideas to the best – “the “a-ha moment” when a clear preferred forward path emerges – and this is prototyped and tested. Prototypes, as Brown (2020) reminds us, “should command only as much time, effort, and investment as are needed to generate useful feedback and evolve an idea” (p. 19) – and so participants here wrote and drew short pitches on butchers paper.
- NEED LARGE A0 HAND-OUT – SARAH.
- If had time – would do this. Not today.
- redesigning the procedural patient journe
- By forcing yourself to articulate your ideas to someone else in words or sketches, you are inadvertently advancing your thinking. Meanwhile, your collaborators inevitably bring different frames of reference — and fresh thinking — to the problem, which will ultimately elevate the work 30 Ideas in 10 Minutes Challenge Longshot (Impossible) Delightful (Challenging but Possible) Practical (Easy/Doable)
- Remember -
- Be curious – 4 Q’s: I like.. I wish.. I wonder… What if?
- It was based, looselty, on de-bono’s six thinking hats. ’
- Prototyping is another creativity technique – and a critical step in the DT process. //Prototypes are physical models of ideas, and should be be easy, quick and cheap to create. By giving concrete form to abstract ideas, prototypes help communicate, test and refine ideas. Prototypes are action-orientated, driven by the design Q: what can be learned from this model? How can it be changed/improved? What other ideas does it spark? In the design process, prototypes are essential for early and iterative concept development – by the design team, clients & potential users// The focus is on direct user interaction and feedback – and in an ideal world, the prototypes will be tested by real users, so they can identify the basic functional requirements for the proposed solution. // Good prototypes are provocations, about what might be – and stimulate conversations and feedback about the relative importance, desirability, practicality of different features. Prototypes are designed to spark ideas - and to be altered and to be changed. And that's why - in most cases - we want the level of detail in a prototype – what is called the fidelity – to be low. Low fidelity (low-fi) prototypes are made from sticky notes, basic cardboard models, sketches and storyboards –perfect for high-level brainstorming and for developing, refining and changing ideas. Low-fi prototypes are most common in DT workshops, while high-fidelity (‘high-fi’) prototypes represent the more final look, feel and basic functionality of the final product. Whatever you want to develop – whether it is a product, a service, a physical space, a system or process, or a website – you can and should use a prototype during the development of the idea.
- While DT and design is not really magic, I do believe that designers are agents of change – and that determination, in collaboration with consumers and clinicians, can really be transformative. I want to end with a quote from Nobel Prize Laurette Herbert Simon who argued that – as agents of change – the task of designers is – and let me quote “ “is not to predict the future; our task is to design a future for a sustainable and acceptable world, and then devote our efforts to bringing that future about. We are not observers of the future; we are actors who, whether we wish to or not, by our actions and our very existence, will determine the future’s shape (Simon, 2000, p. 1). In summary, the point Simon is making – and the one I hope I have made today – is that while the challenges facing healthcare are significant, the tools, techniques, positive energy and innovative mindsets of design – of design thinking and design doing – offer a critical roadmap for transformative change. If we don’t engage in design thinking and doing, our healthcare system will continue to struggle. // When we engage in design methods, we untap the creative mindsets and innovation needed for transformative change – and empower clinicians, staff, and designers to work together to solve these challenges.
- The second thought I want to leave you with is more of a roadmap, than a rubber band – for while it is a great analogy and reminder, it doesn’t neccarily tell us how to embark on this journey. What we need to do is to see the future as a strategic landscape – a concept just introduced by Hardin Tibbs, in a just published article in World Futures Review. In that paper he argues – convincingly - that the obvious wish to know about the future has led most business to develop information about the future. This is, of course, essential, but it is not enough on its own –and full information about the future will never be available for informed decision-making. Tibbs argues corporate leaders must develop strategic conviction about the future shape and direction of their organization, and his strategic landscape is a place from which to get strategic motivation, and help develop the strategic conviction essential for visionary leadership The star symbolizes the enduring purpose of the strategic self, a perennial strategic destination that will never actually be reached or completed but which reflects the continuing aspiration and social role of the organization. The mountain is the strategic goal; the peak the strategic actor intends to climb as a medium-term objective. This needs to be worthwhile, inspiring and highly challenging but achievable with an effort. At the top, the strategic actor can once again use the star for orientation in choosing the next mountain to climb. The chessboard represents the changing conditions the strategic actor will have to face on the way to the mountain-top. There is a need for continual maneuvring and tactical adjustment, as future conditions - and the actions of other players - keep changing. The journey to the mountain peak could follow many different paths, which may well change direction or fork unexpectedly. Even with the mountain peak clearly in view, there is still a need for continual learning and adaptation.
- It has been my pleasure to begin this conversation with you about how design-led approaches might transform healthcare – and the six key steps in the DT method, starting always with empathy and then working through the steps of defining the HMW challenge, ideation, prototyping, testing and implementing. The value of design thinking is that it creates space for the conversations about challenges and our responses – there is a lovely quote from management guru Peter Drucker that the best way to predict the future is to create it - and DT gives us the tools to embark on that journey. If you would like to know more about any of these projects, or how to get support through HEAL, please email me or contact with me on Linked-In. You can also download the HEAL project report from our website - LIFT BOOK - and I can post you physical copies, on request. QUESTIONS I’m interested in any questions you may have - perhaps about a specific project, the design process or opportunities for your health service,