design thinking for innovative healthcare service
TRANSCRIPT
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
Design thinking for innovative healthcare service
Shelley EvensonSchool of DesignCarnegie Mellon University
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
Overview
What is design thinking?Two case studies
• intel research technology• University of Pittsburgh Medical Center (UPMC) patient needs
Underlying methods 3 Big needs
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
what is design thinking?a discipline that uses the designer’s sensibility and methods to match people’s needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.”
Tim Brown
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“
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
intel research+
Simon King | Casey Helfrich | Anu Melville | Adil Wali Mentors: David Westfall | Art Boni | Laurie Weingart | Shelley Evenson
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technology
business
design(people)
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
The project began with giving the team a choice of open-source algorithms from intel research
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They selected the Diamond algorithm for interactive search through non-indexed data
Traditional exhaustive search—the burden of discarding is on the person
With Diamond—discarding happens in the background relieving the burden on the person
query
results
computer
discard
disk
data
query’
data
early discard
query
results
computer
discard
disk
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They looked with fresh eyes at what the technology had to offer...
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They looked with fresh eyes at what the technology had to offer...
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They looked with fresh eyes at what the technology had to offer...
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They looked with fresh eyes at what the technology had to offer...
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
The team then looked at social, economic, and technical trends and applied other business analysis methods.
They saw Diamond-enabled medical imaging as having the greatest potential value—financially as well as socially.
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They focused down even more, concentrating on melanoma because it is a leading cause of death, but early detection dramatically increases survival rates...
One person dies of melanoma every hour.
One in every 62 Americans will die of melanoma.
Incidence of melanoma has more than doubled since 1973. Melanoma Statistics, 2006, CCMAC (http://www.ccmac.org/statistics.html)Cancer Facts and Figures, 2006, American Cancer Society (http://www.cancer.org/downloads/STT/CAFF2006PWSecured.pdf),US Census Data 2000, chapter 20Melanoma Basics, 2005, Melanoma Center (http://www.melanomacenter.org/basics/statistics.html)
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The team then conducted interviews and observational research in dermapathology services. They discovered the current workflow often fails for difficult cases...
view search compare diagnose
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They designed a new workflow and interface, “onPath”
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onPath
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008 15
“You can actually compare apples to apples and not just apples to oranges. This is really great!”A Director of Dermatopathology, University of Pittsburgh Medical Center
They evaluated it with real users
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
The team then designed the business for building and delivering onPath (including designing the company’s organization)
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produced a marketing strategy
developed a financial strategy
crafted a business pitch to interest investors in making onPath a reality
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
3 months, 3 students, and a viable new business that has the potential to transform practice and improve patient outcomes.
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
UPMC +
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
In a recent McKinsey survey of 2000+ patients with commercial insurance, 75% would consider switching hospitals to become better informed about treatments or if appointments were kept on time. If forced to choose between information and timeliness, 3 times as many patients said they valued information more...
Source: Grote, Newman, and Sutaria, A better hospital experience, McKinsey Quarterly November 2007
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
UPMCDr. Kassam
Neurosurgery clinic staff
Center for Quality Improvement and Innovation
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A collaborative project to improve experience while seeing as many patients as possible.
Carnegie Mellon Students Kip Lee | Kara Tennant | Leanne Libert | Jamin Hegeman | Melissa Cliver
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
what’s being communicated here?
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
what’s the patient experience?
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
is that your foot or mine?
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
what’s the staff experience?
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Students combined observations and interviews with quantitative research
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
They created a model of the patient’s journey...
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Detectio
n
Pre-op
visit
Surgery
Follow
-up vis
it
Follow
-up vis
it
Post-o
p visit
Primary
care v
isit
Diagnos
is/first
visit
>
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
Generative: interactive experience research
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
and produced a summary of needs
Feeling welcomeActual wait timeRespectSpace and comfortDistractions
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Better workflowLocating Dr. Kassamand each otherCommunicationMaking a difference
Spend qualitytime with patientsSee everyoneSupport staffManage time
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
Opportunities for all constituents
Embrace Wait Time
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Improve Workflow Balance Kassam
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Evaluative: concept validation with patients
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Dr. Kassam fact sheet to inform, engage, and comfort patients, and provide a model for their experience
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
A welcome booklet that embodies the spirit of the physician, previews the experience for the patient of the Neurosurgery Clinic, and at the same time positions the staff to help with broader delivery role
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I know you don’t want to be here. I know you don’t want to know me.
But the best thing that could happen is to know me.
I’ve performed more than 3,000 neurosurgical procedures. More than 800 are what’s called minimally invasive endoscopic procedures.
And I’m a person first. I’ll be direct and treat you like a friend. Occasionally, I may even make you laugh.
Detection
Pre-op visit
Surgery
Follo
w-up visit
Follo
w-up visit
Post-op visit
Primary care visit
Diagnosis/first
visit
I work with a great team, and could not do my job without them. They can answer a lot of your questions. Trust them as you trust me. We’re here for you the whole way through.
2 days - 2 weeks
2 days - 4 weeks
1 month - 1 year
6 months - 1 year
My staff and I see a lot of patients, and provide attention and care to all. We know this sometimes leads to backups. But I hope you’ll understand and trust I’ll see you as soon as I can.
Check-in
Check-out
Wait in th
e Waitin
g Room
Wait in th
e Exam Room
Meet a Resid
ent or N
urse
See me
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Patients can send messages to Clinic Chat from their phone, personal computer or kiosk in the waiting room, exam room or at home.
Dr. Kassam can reply from the office computer.
Staff have access via hall displays.
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008 32
University of Pittsburgh Medical Center
Minimally Invasive endoNeurosurgery Center
UPMC
Clinic Chat
God bless
send me questions
good news
no incisions
within two days
great teamgood hands
learn more
clinic website
hello everyone
Common Patient Phrases Common Dr. Kassam Phrases
Join the Conversation
Embrace wait times with a clinic chat system to provide information updates even when the patient isn’t being touched
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
patients have the information to understand their journey and build communities, so they can become more active in codesigning their care
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
Our projects lead to innovative results.
Three things drive the way we work that we believe can continuously lead to innovation in healthcare services - simultaneous interdisciplinarity - modeling-based process - user-centered methods throughout
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technology
business
design(people)
Most innovation starts with a technology…
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technology
business
design(people)
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Better companies start from people…
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technology
business
design(people)
Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
We believe in simultaneous interdisciplinarity
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We use a modeling-based process
interpret
describe
abstract
Existing—Implicit (current) Preferred—Explicit (future)
“what is”
researching prototyping
what“could be”
model of what
“could be”
concrete
model of “what is”
dist
illed
to
suggests
embodied as
Analysis-synthesis bridge model Hugh Dubberly Shelley EvensonRick Robinson
InteractionsMarch/April 2008
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...and we focus on user-centered methods throughout the design process project research
design processform the framework and strategy
discover implementcreate | express
refine
socialize
exploratory generative evaluative
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
but there is more to design thinking...
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
designthinking...
understanding integration openness attention exploration envisioning
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understanding (in the small and large)
a focus on deeply understanding people’s expressed and latent needsviewed in the context of broader social, economic, and technical trends
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integration
the ability to organize and integrate disparate information into something many stakeholders—with different viewpoints—believe is better
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openness
fearlessness with regard to listening to another person
or learning from another discipline or division’s perspective
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attention
respect for emotion and its importance in driving rational choice and satisfaction
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exploration
letting creative extremes take you into ever-richer solution spaces
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envisioning
leaps of faith as to what might work and creating quick, tangible, examples of it,
while being unafraid to discard design options along the way
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Shelley Evenson | Interaction & Service | School of Design | Carnegie Mellon University © Evenson AHRQ Annual Conference Monday September 8th 2008
Bringing design thinking to healthcare services will enable the creation of customer-centered innovations for healthcare and provide the skills needed to explore new organizations, business models, and healthcare service delivery
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New methods for modeling patient experience
New models for skilling everyday people to become more active participants in their care
Innovative prototyping for exploring new healthcare service delivery systems
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