How CMOs Can Solve the Next Set of Hospital Challenges - Ian Maynard, Real Ti...marcus evans Network
Ian Maynard of Real Time Medical, a solution provider at the marcus evans National Healthcare CMO/CMIO Summit 2013, on setting up efficient patient diagnostic systems.
Interview with: Ian Maynard, Chief Executive Officer, Real Time Medical
Reducing Readmissions by Putting Patients First - Alex Hejnosz, CipherHealthmarcus evans Network
Alex Hejnosz from CipherHealth, a solution provider company at the marcus evans National Healthcare CNO Summit Spring 2013, on the importance of knowing a patient’s exact problem for better care coordination.
Interview with: Alex Hejnosz, Founding Partner, CipherHealth
EdgeSurvey - Ambulatory Surgery CentersCTQSolutions
EdgeSurvey is Ambulatory Surgery’s #1 Patient Satisfaction Surveying and Benchmarking Solution.
EdgeSurvey has helped hundreds of ASCs significantly improve overall performance since 2003, and we have the largest database of quality metrics based on millions of survey responses. We are the gold standard in ASC quality measurement as evidenced by nearly 100% client retention.
How CMOs Can Solve the Next Set of Hospital Challenges - Ian Maynard, Real Ti...marcus evans Network
Ian Maynard of Real Time Medical, a solution provider at the marcus evans National Healthcare CMO/CMIO Summit 2013, on setting up efficient patient diagnostic systems.
Interview with: Ian Maynard, Chief Executive Officer, Real Time Medical
Reducing Readmissions by Putting Patients First - Alex Hejnosz, CipherHealthmarcus evans Network
Alex Hejnosz from CipherHealth, a solution provider company at the marcus evans National Healthcare CNO Summit Spring 2013, on the importance of knowing a patient’s exact problem for better care coordination.
Interview with: Alex Hejnosz, Founding Partner, CipherHealth
EdgeSurvey - Ambulatory Surgery CentersCTQSolutions
EdgeSurvey is Ambulatory Surgery’s #1 Patient Satisfaction Surveying and Benchmarking Solution.
EdgeSurvey has helped hundreds of ASCs significantly improve overall performance since 2003, and we have the largest database of quality metrics based on millions of survey responses. We are the gold standard in ASC quality measurement as evidenced by nearly 100% client retention.
From the anthropological perspective, the user does not exist. “The User” has been a category used by sciences and industries to name the relationship between people and digital interfaces.
However, more than fifteen years of “user experience research” have demonstrated the need for applying a broader approach when an understanding of human behaviour is required in technological and business innovation processes. In this scenario, Applied Anthropology brings a useful perspective for managing the complexities of global markets and large groups of stakeholders.
Maritza Guaderrama (PhD) wants to point out the advantages of anthropological gaze: questioning the traditional design process and introducing the importance of taking into account the sense-making as a central human activity.
Thus, the user experience research, boosted by social science contribution, becomes more than a set of exploratory methods or a group of techniques for getting customer data in a validation stage for business design. The anthropological approach provides framework and tools that allows multidisciplinary team to access to a powerful source of inspiration thus by the immersion in people realities as by self-distance from their pre-concepts and prejudices.
Beyond brand as a buzzword, what's branding all about?Designit
While it’s a term that many of us use every day, do you really know what branding is all about? Designit has put together a useful guide on the ins- and outs of branding. Aimed at those with a beginners level of knowledge or simply for anyone looking for a tune-up, this guide will give you a simple overview of the key components involved in working with brand strategy.
Challenges for the Future of Retail BankingDesignit
Digital transformation in retail banking is a thriving and complex phenomenon. We at Designit try to make sense of it by identifying leading trends in three deeply interdependent categories: new enabling technologies, new customer expectations, and new strategic trends. The future holds uncertainty and promise, but some immediate actions are patently necessary for banks that want to stay relevant in an increasingly dynamic scenario.
Twelve months of research, 1000+ cups of coffee, and probably an entire forest worth of Post-its (don’t worry—we recycle). That’s what it took for us to compile our Trends 2017 report, which offers an in-depth look at the eight most important developments we believe will influence and impact design and innovation for business, government and society in the coming year.
Visit trends.fjordnet.com for more.
This contains the entire 4-napkin health care series in one file. It makes more sense to read this one now than the others since it is the complete set all in one file.
How More Industries Can Cultivate A Culture of Operational ResilienceDana Gardner
A transcript of a discussion on the many ways that businesses can reach a high level of assured business availability despite varied and persistent threats.
The 10 most impactful healthcare solution providers of 2019Mirror Review
In the magazine, “The 10 Most Impactful Healthcare Solution
Providers of 2019,” we have featured the companies which are helping
the industry to become smarter and more efficient by providing their
out-of-the-box solutions and services. These companies include,
Camomile Healthcare Ventures, Canadian Plasma Resources,
Conversa Health, and Medbelle. We have also explored how these companies are benefiting the various parts of the pipeline.
https://www.mirrorreview.com
https://blog.mirrorreview.com
From the anthropological perspective, the user does not exist. “The User” has been a category used by sciences and industries to name the relationship between people and digital interfaces.
However, more than fifteen years of “user experience research” have demonstrated the need for applying a broader approach when an understanding of human behaviour is required in technological and business innovation processes. In this scenario, Applied Anthropology brings a useful perspective for managing the complexities of global markets and large groups of stakeholders.
Maritza Guaderrama (PhD) wants to point out the advantages of anthropological gaze: questioning the traditional design process and introducing the importance of taking into account the sense-making as a central human activity.
Thus, the user experience research, boosted by social science contribution, becomes more than a set of exploratory methods or a group of techniques for getting customer data in a validation stage for business design. The anthropological approach provides framework and tools that allows multidisciplinary team to access to a powerful source of inspiration thus by the immersion in people realities as by self-distance from their pre-concepts and prejudices.
Beyond brand as a buzzword, what's branding all about?Designit
While it’s a term that many of us use every day, do you really know what branding is all about? Designit has put together a useful guide on the ins- and outs of branding. Aimed at those with a beginners level of knowledge or simply for anyone looking for a tune-up, this guide will give you a simple overview of the key components involved in working with brand strategy.
Challenges for the Future of Retail BankingDesignit
Digital transformation in retail banking is a thriving and complex phenomenon. We at Designit try to make sense of it by identifying leading trends in three deeply interdependent categories: new enabling technologies, new customer expectations, and new strategic trends. The future holds uncertainty and promise, but some immediate actions are patently necessary for banks that want to stay relevant in an increasingly dynamic scenario.
Twelve months of research, 1000+ cups of coffee, and probably an entire forest worth of Post-its (don’t worry—we recycle). That’s what it took for us to compile our Trends 2017 report, which offers an in-depth look at the eight most important developments we believe will influence and impact design and innovation for business, government and society in the coming year.
Visit trends.fjordnet.com for more.
This contains the entire 4-napkin health care series in one file. It makes more sense to read this one now than the others since it is the complete set all in one file.
How More Industries Can Cultivate A Culture of Operational ResilienceDana Gardner
A transcript of a discussion on the many ways that businesses can reach a high level of assured business availability despite varied and persistent threats.
The 10 most impactful healthcare solution providers of 2019Mirror Review
In the magazine, “The 10 Most Impactful Healthcare Solution
Providers of 2019,” we have featured the companies which are helping
the industry to become smarter and more efficient by providing their
out-of-the-box solutions and services. These companies include,
Camomile Healthcare Ventures, Canadian Plasma Resources,
Conversa Health, and Medbelle. We have also explored how these companies are benefiting the various parts of the pipeline.
https://www.mirrorreview.com
https://blog.mirrorreview.com
Why is this essential? It springs from the eternal truth that the more you know your patients, the better you can respond to their current needs and predict what their future needs may be as well. The Health Care sector is now opting for Customer Relationship Management (CRM) in its daily application. CRM Health Care consists of a wide array of software products that help healthcare organizations to maintain excellent relationships with their clients. CRM enables the health care industry to get essential customer information and use it as efficiently as possible. CRM thus enables the health care sector to improve patient health, increase patient loyalty and patient retention and add new services as well. The CRM Health Care Services include strategic planning, communication services, consulting services, CRM for physicians, Campaign management, Database construction, predictive segmentation, and communications strategies.
Thesis StatementI LeadershipA.B.C. II Individ.docxchristalgrieg
Thesis Statement:
I Leadership
A.
B.
C. II Individual Users
A.
B.
C. III Communication
A.
B.
C.IV Training
A.
B.
C.V Tools
A.
B.
Barriers of Change
Good evening. In an effort to assist managers in helping their staff adjust to an upcoming organizational change the facility system redesign team will be sharing some keys points as to why staff may objective to this change, but also provide some tools to help turn that tide. The system redesign team of will be provide these ideas in today’s presentation.
1
Agenda
Identify the organizational change
Describe the organizational change
Possible organizational and individual barriers to change
Possible factors that may influence the change
Motivational theories that will assist managers to motivate staff for the change
Today we will cover the organizational change is and its details. The possible organizational and individual barriers associated with this change. Possible factors that may influence this change and motivational theories that will assist managers to motivate their staff for this change.
2
Identify Organizational Change
Moving from paper medical records to electronic medial records (EMR)
A seven year process the federal government has been trying to work towards
Culture shift for all staff to become proficient in computer use and associated EMR program
Sharing information with competing health care facilities
Recognition by the American Hospital Association being a “Connected Hospital”
In Oct 2015, the U.S. News & World Report shared what the top 159 hospitals are that “have shown a commitment to use digital data in key aspects of patient care” (2015). Our organization happens to not be one of these. To remain competitive and to hold true to our mission statement of …”providing the best care to our patients…” the executive staff has decided to aggressively move towards using electronic medical records (EMR) in all that we do with our patient care.
Our facility is seven years behind in working towards the national goal of all medical records being electronic. The executive staff and facility board are well aware of the challenges we will face in making this transition, but they are confident with taking the correct steps in implementing an EMR system and training staff, this organization may soon find itself being one showing “commitment to their patients” on a national level.
A culture shirt in the way we use technology will need to occur as we embark on this change. The fear of sharing information needs to be subsided as sharing will actually strengthen our relationships with our patients vice pushing they away. This sharing will show how committed we are in ensuring that wherever they go to receive continued care that those medial staff will have access to their medical history and mitigate the chances of anything concerning their health being missed.
Through our efforts, our patients will soon see on a national level, the commitment we have as work ...
Running head REIMPLEMENTATION OF A BEDSIDE SHIFT REPORTREIMPLEM.docxtodd581
Running head: REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
REIMPLEMENTATION OF A BEDSIDE SHIFT REPORT
Reimplementation of A Bedside Shift Report
Problem Statement
The underlying challenge experienced by most of the healthcare facilities when it comes to implementing bedside shift report is the lack of necessary skills and knowledge by nursing staff as well as the impact of changes it will bring after implementation to nursing practice. Direct care providers must stay engaged in the implementation process for this project change to bear fruits to unit-related outcomes of care and accessibility. Leadership commitment and program evaluation are what I believe this project proposal is going to provide to enhance change compliance and increased staff accountability. As a result, bedside shift report (BSR) has become a popular solution in most of the healthcare facilities nowadays as it improves patient satisfaction and ensures effective communication among families, patients and staffs (Dorvil, 2018).
Evidence-Based Literature about Bedside Shift Report (BSR)
American Nurses Association (2001) provides a plethora of evidence-based practice and even provides templates to use on their website, supporting nurses reporting the bedside. Their mission is to advance nursing to the highest standards possible by setting objectives and goals that enable them to help transform health care, and what better way to do that than by integrating nurse, patient, and family into report together. According to Dorvil (2018), BSR implementation comes with many benefits, primarily when caregivers use patient-centric innovative care to maintain quality of care. Hospital efforts in providing quality care are supported by evidence-based practice whereby promoting this excellence of service delivery yields more benefit to healthcare facilities as well as to the consumers of healthcare services (McAllen et al., 2018).
Pre-Implementation Plan
In this proposal, I have chosen Lewin’s theory of change, as it is rooted in social psychology. My BSR implementation aligns with this theory because it associated with aspects of behaviorism and developed an interest in Gestalt psychology (Rani, 2017). My BSR project proposal will follow the three stages proposed by Lewin that, first, I will unfreeze the current position, then shift the focus to the new situation and finally refreeze the new situation. Moving to a new situation and refreezing the new condition serves best as my initial survey analysis, which will help me develop the re-education training program for all involved stakeholders.
The BSR will incorporate the off-going and the on-coming nurse in the patient’s room, at the bedside. This measure will ensure that four eyes are laid on the patient to assess mentation, lines, drains, tubes, and drips/correct intravenous medication, as well as skin. While both nurses are doing this, they will integrate patient and family, if the patient should choose, listen, interject, and add.
1. Touchpoint 7-158
as impersonal, standardised, and routine.
The choices we make, every minute, every
day, for every patient are ones that we
know to be right but their logic or value is
not perceivable to patients.
As designers of services, we
must understand the system that the
service supports and the behaviours it
perpetuates. Often we must question that
system as much as we reflect it. It is not
sufficient to build a service that considers
the end user experience but more one
that exposes the system and makes it
tangible, understood and accessible.
Service design when done well focuses
on giving the user power, control and
influence. It offers options and choice by
demystifying the systems and inviting
the user to feel invested and engaged in
its success. We have found that once a
user understands the hidden drivers of
healthcare services that are significantly
more likely to act in concert with them.
In healthcare, the potential for an
empowered and informed user to catapult
Designing for Consequence
How to plan for the enduring effect of design
in complex systems
Though currently considered very different design arenas,
services are frequently the window into systems. When a
customer engages with a service, they are, in fact, being drawn
into the top layer of a system. Like a giant iceberg, the service is
what has been made visible, what can be known.
It is just a tiny fraction of a much more
chaotic system hidden beneath the
surface. This is never truer than when
someone encounters healthcare services.
They collide with a system so obscure,
so daunting in its complexity that the
experience itself can be disorienting at
best but more typically, terrifying.
How they navigate the system is
through the service cues we design. We
allow them just a select glimpse of the
whole, with the complexity hidden so as
to not confuse the user. We design the
access and influence points to direct and
focus their involvement and to manage
their inputs only where the system can
tolerate them. In healthcare, this is done
because the system has evolved to be
simply too confusing to explain, and with
this confusion comes increased volatility.
Existing as two parallel universes, the
needs of the system often contradict
the needs of the user. In the healthcare
system, we optimise to mitigate risk, to
keep people safe. This can be experienced
Lorna Ross, a graduate of The
Royal College of Art (London,
England), has 24 years'
experience in design, design
research and innovation, with
the past twelve years focused
on health and healthcare.
She is a strategic leader
in directing the discovery
and implementation of
transformative, user-centric
care models at the Mayo
Clinic Center for Innovation.
2. Touchpoint 7-1 59
sdgc 2014
break for a reason, probably because they were not
adding value and so the system is trying to rewrite
the story without them in it. Take, for example,
the patient who keeps turning up in the emergency
department despite numerous directions to seek care
services through their primary care clinic. Though
considered a deviant in the eyes of the clinician, they
are in fact a super-user of sorts. They have determined
that the just-in-time services offered in an emergency
department are significantly more compatible with
their family’s unpredictable healthcare needs than the
limited fixed hours of a clinic. When users forge new
pathways in the system it is typically because they have
figured out the most direct route to value for them.
the industry to new paradigms is so potent that the
opportunity for service design is less a one of successful
translation and more of radical adaptation. The design of
compelling, meaningful and effective healthcare lie less
in clever interfaces and tools to the existing system and
more in allowing the user to determine through their
actions where real value lies.
Design, like science, is a tool for understanding,
as well as for acting. It offers us a process by which
complex and confusing issues can be examined and
considered from intersecting perspectives. Good
design rarely focuses on fixing things, but rather more
on transforming things. The subtle, but important,
difference is that, in complex systems, most things
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3. Touchpoint 7-160
most disturbing of all, at increased risk of error and burn-
out.
I have recently been struck by how effectively
service designers create maps (often giga-maps) and
models of the system they are hoping to innovate, but
when they move towards proposing solutions their
thinking becomes less dynamic. It may be that the
thinking and seeing tools we have developed are so
comprehensive that they lay bare possibilities that
our ‘doing’ tools do not know how to manage. To use a
medical analogy, our treatment tools lack the precision
and sophistication of our diagnostic tools.
I would pose the possibility that we should think
about designing less for mitigating risk or managing
uncertainty and more for having an enduring effect. We
need to utilise our advanced skills in seeing cause and
effect, not only when we study systems, but also when we
attempt to transform them.
A designer’s systems view is less the discrete parts
and more the dynamic relationships between them.
When considering any action, you can estimate both the
If we want our service systems to succeed and scale
we need to design for internal fragility, competition and
obsolescence.
It has been an enduring experience of mine,
consistent across the five innovation labs I have worked
at, that the paralysing anxiety of managing risk while
innovating complex systems, biases groups strongly
to favour additive rather than subtractive concepts.
Universally, there is greater tolerance for innovations
that promote additional elements than those that
challenge the value of existing ones. Complex systems
grow increasingly complex simply because of the risk
in destroying things. These systems tolerate huge
redundancy and inefficiency to maintain the status quo.
No one knows this more than the nursing staff in
our hospitals, burdened by the increasing demand for cus-
tomised standardisation, transparency, customer service
to compliment the more standard delivery of exceptional
service outcomes, they find themselves crippled by the
cumulative effect of trickle down service innovation and,
4. Touchpoint 7-1 61
sdgc 2014
benign experiment had a snowball effect that rippled
through the entire care model. So much so that, when
these mothers delivered, they were loath to engage with
paediatric services as they, too, practiced a similarly
institutionalised and professionalized infant care model.
Having had the experience of control and autonomy,
the patients were significantly more dissatisfied with
the absence of this and became powerful advocates for
reform. The impact and effect of this experiment was
to activate the patient as change agent and allow for the
implications of the concept to ripple out in a cascading
series of triggers.
I would challenge the service design community to
become less enamoured with our ‘seeing’ tools and work
quickly to advance our expertise in the ‘doing’ or impact
tools. In the future, as service and systems design become
more complex, we will be asked to tackle greater and
greater problems. We must understand how to design for
effect, for enduring impact,for... consequence.
desired effect and also the indirect effects equally. Often,
to effectively adjust dynamic systems, it is better to
design for consequence, for a cascading impact, that for
local or direct effect.
An example of this from our work at Mayo is an
experiment that we ran with expectant mothers, where
we gave them access to foetal heart rate monitors 24/7.
This was framed to the OBGYN department as a simple
efficiency in reducing the demand for reassurance,
particularly during the final trimester. What it did, in
fact, was to fundamentally challenge the existing care
model where the tools resided with the institution
and access to them constitutes the service. Here, the
experiment of transferring the location of the tool in the
system away from the clinician and to the patient was
effective, not only in solving the immediate problem
(demand for reassurance) but it more importantly had the
consequence of triggering a fierce appetite in the patient
population for more control. The overly medicalised and
professionalised aspects of pre-natal care in low-risk
pregnancy were called into question and a seemingly
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