EMBEDDING DESIGN IN LARGE ORGANIZATIONSReflections from the field
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---Aalto Studying and Improving Design Practice Symposium6th of September 2012Juha KronqvistAalto University School of Arts, Design and Architecture
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THE FORGOTTEN CUSTOMER?
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THE FORGOTTEN CUSTOMER?
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Reframing Health to Embrace Design of Our Own Well-being
Cover Story by Hugh Dubberly, Rajiv Mehta, Shelley Evenson, and Paul Pangaro
Association for Computing Machinery
No consensus on the problem
No “stopping rule”
No clear-cut formula for judging solutions
Every solution is a “one-shot operation”
No clear-cut list of alternative solutions
Each person’s situation is unique
– after Horst Rittel
“IMPROVING HEALTHCARE
IS A WICKED PROBLEM”
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FROM…
HEALTH-CARE HEALTH-MANAGEMENT
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TO…
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“Reframing health as self-management parallels similar trends in … design
practice, where we increasingly recognize that users manage (or design) their own experiences.”
– Dubberly, 2011
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WHAT ISDESIGN?
“No longer associated simply with objects and appearances, design is increasingly understood in a much wider sense as the human capacity to plan and produce desired outcomes.” ~ Bruce Mau, 2007
“Design is the human power of conceiving, planning, and making products that serve human beings in the accomplishment of their individual and collective purposes.” ~ Richard Buchanan, 2001
“Design is a conscious and intuitive effort to impose meaningful order…. Design is both the underlying matrix of order and the tool that creates it.” ~ Victor Papanek, 1971
“The process of inventing physical things which display new physical order, organization, form, in response to function.” ~ Alexander, 1964
“Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.” ~ Tim Brown, 2009
“Design is devising courses of action aimed at changing existing situations into preferred ones.” ~ Herbert Simon, 1969
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DESIGN ASREFLECTIVEPRACTICE
Contrasts the rational problem-solving approach to design
Reflection-in-actionPartly conscious thinking again (during action) about the problem we have encountered. Difficult to verbalise.
Reflection-on-actionThinking about what was achieved and how it was done. Often documented.
Conversations-with-materialDiscovering of consequences and implications through doing, appreciated and evaluated.
DONALD SCHÖN, 1983
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Rylander 2009
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PIRKANMAA HOSPITAL DISTRICT
7118 amount of employees of whom 62,2% nurses, 11,7% doctors and services 16,2%
653 milj.€ budget for the year 2011
179 565 patients treated in the whole hospital district
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PROMISE OF A QUALITY SERVICE EXPERIENCEThe patient and their next of kin receive a good treatment experience… The quality of treatment is based on trust and listening to the patient. The patient and their next of kin are involved in planning, excecuting and evaluating the treatment, based on their capabilities. The staff supports the patients’ abilities for treating and preventing illnesses and in rehabilitation.– Pirkanmaa Hospital District Strategy 2012-2016
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HOW?
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CULTURE & CAPABILITY
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MO
DEL
after: Engine 2009
BUILD
SUSTAIN
1. Pilots introduce new
thinking
2. Discovering value and
establishing process
3. Building capability and
structure
4. Change through capability
dissemination
CUMULATIVECYCLESMODEL
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EMBEDDINGA DESIGNCULTURE
Design readiness
Common vocabulary and language
Dissemination of design thinking and processes
Getting and keeping management on-board
Re-interpretation and development of tools and methods
Functional learning and delivering value
Bailey, 2012
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SERVICE DESIGN WITH CANCER PATIENTS
1. Mapping the patient journey
2. Interviewing staff
3. Preliminary work flow
4. Patient interviews
5. Interpreting results
6. Co-design workshop
1. PILOT
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2. PILOT
https://vimeo.com/juhak/cardboardhospital
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IN-HOUSEDESIGNTEAM
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REFLECTION
Resource constraints
Pace of change
Role of artifacts
Object of work
Resourcing implementation
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REFLECTION
Resource constraints
Often development work is done on the side of main work tasks, which leaves little time for analysis or reflection.
Pace of change
Role of artifacts
Object of work
Resourcing implementation
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REFLECTION
Resource constraints
Pace of change
Big organisations move slowly and the results of activities can be seen in time. Still, renewal needs positive feedback.
Role of artifacts
Object of work
Resourcing implementation
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REFLECTION
Resource constraints
Pace of change
Role of artifacts
Design artifacts have a role in more traditional fields, but need to be adjusted to new contexts. Also, organisations need to learn how to utilize them.
Object of work
Resourcing implementation
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REFLECTION
Resource constraints
Pace of change
Role of artifacts
Object of work
Patients are traditionally situated in a passive role. New patient-centric ideas are easily discarded or rejected.
Resourcing implementation
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REFLECTION
Resource constraints
Pace of change
Role of artifacts
Object of work
Resourcing implementation
Service designers need to learn from other fields in how to resource and implement the created concepts in collaboration with the staff.
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