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Our Co-Design Journey with Patient First
The document outlines issues regarding patient advisors' dissatisfaction with management and the lack of progress over two years. It mentions a co-design workshop aimed at brainstorming next steps and the intent to align with a patient and family-centered care committee. The document also discusses the concept of design sprints to improve user-centered design and emphasizes collaboration among participants.
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Our Co-Design Journey with Patient First
- 3. Problems - Committees - Planningdocuments - Roadmaps - 2 years and no action - Patients advisors not happy
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- 9. 0900: Welcome! 1200: Lunch (30min.) ✖ 1030: Coffee (30 min) ✖ 1500: Wrap up
- 17. Patient First: SPRINTPitches
- 19. Patient First: SPRINTPitches
- 20. Patient First: SPRINTPitches
- 23. Hi Everyone, It wasfun working with you all at the Co-Design Workshop Day. I would love to meet with you all to further brainstorm the next steps. Prior to though, I would like to bring this idea to the zone’s Patient and Family Centred Care Committee to better understand how this can align with our current work. Will reconnect with everyone soon.
- 24. Sprints! Quick improvement experimentsfocused on designing for the user Design Sprint Kit by Google
- 25. Test on 5 “users” Iterate& spread Build prototype Storyboard top solution Sketch ideas Map problem Sprint
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Editor's Notes
- #8 JULIE – in IM – what are you curious about when you hear this concept? https://twiter.com/InnovisorInc Every organization consists of hidden networks that people use to solve problems, share information, and make decisions. We create networks instinctively; we know that we need to have good relationships with people like executive assistants and project team members in order to succeed. Then we add people who help us develop and grow, who help us achieve future plans, who mentor us, and whom we mentor. Over time, our individual networks become enmeshed with those of others to create a complex web. Critical Connectors have this ability for a few reasons. The most important reason is that they are trusted by their peers. Employees learn that Critical Connectors possess assets like accurate information, good judgment, the ability to make things happen, and keen problem-solving abilities. When Critical Connectors speak, people listen. INNOVISOR has 10yrs of research that shows 3% of the organization when tapped into can accurately represent the morale and satisfaction in the company, and therefore they are the ones you need to listen to and to get onboard with organizational priorities to effectively impact change and improvement.
- #11 We also asked participants to let us know where they felt we/AHS was on the journey for creating PFFC or human centred care This continuum shows that we still have room to improve to truly co-design our system with patients and families
- #12 Empathy map results: This is what people told us when we asked them: “what is it like to bring change our services to be more patient and family centred?”
- #13 At these co-design sessions, we had people use creative design thinking methods.
- #14 Every person created a story board of the idea that they want to execute in Alberta
- #15 We came up with several pitched ideas for change. Here are 6 of them from the January 10th workshop. [you can touch on some of them]
- #16 The next step is to identify which pitches we want to support We are proposing a PFCC network that has several teams working on the pitches With a lead and a mentor. Each team needs to have a patient on it They need to be nimble and small (5 people max) These teams will: Prototype or test small and early Use informal networks Engage people who are passionate! Meet monthly with the others to learn about different ways of working: scrum fashion, sprints and quick prototyping
- #27 Sharing successes and updates (mail chimp >450 people on it now) Webinars – every few months with >100 people on it Goal to profile Patient First activities beyond QHI – organization wide
- #30 Our toolbox