Theory and Application of Define

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Из курса от партнера Johns Hopkins University

Planning a Patient Safety or Quality Improvement Project (Patient Safety III)

36 оценки

Johns Hopkins University

Planning a Patient Safety or Quality Improvement Project (Patient Safety III)

36 оценки

Курс 3 из 7 — Specialization Patient Safety

This course provides students with a set of tools and methodologies to plan and initiate a Problem Solving or Quality Improvement project. The first module presents methods for selecting, scoping and structuring a project before it is even initiated. It also introduces the project classifications of implementation and discovery. The second module describes the A3 problem solving methodology and the tool itself. Further in that same module, the student is shown tools to identify problems in flow, defects, and waste and to discover causes, brainstorm, and prioritize interventions. Module 3 shows a methodology within the implementation class. These methods are designed to overcome emotional and organizational barriers to translating evidence-based interventions into practice. The fourth and last module looks at one more way to approach improvement projects in the discovery class. These tools are specifically for new, out-of-the-box design thinking.

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Design Thinking

In this module, we will cover a process called Design Thinking. It is a human-centered design approach that fosters out-of the-box thinking to create innovative solutions. The process builds the design iteratively in a highly collaborative team approach. The five steps of design thinking will be covered: Learn, Define, Ideate, Protype, and Test.

Introduction to Design Thinking12:23

Learn Phase: Gaining Insight2:58

Advantages of Learn and Application6:58

Theory and Application of Define3:36

Ideate Phase3:29

Application of Brainstorming5:15

Prototyping Phase3:58

Iteration Phase1:38

Design Thinking Wrap Up3:58

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Bob Hody

So now that we've learned about the problem,

we've got to make some sense of all these insights

that we gained through our interviews and observations.

So we're going to talk about how you

define the problem now that you have a deeper understanding of it.

What did you find when you were interviewing and observing?

What kind of insights did you gain from the users that you

spoke with and who you saw in their own context,

in their own work?

What were some of their pains?

What were some of their workarounds that they created

to avoid the particular problem that they were having?

What were some of their needs?

What were some of their unmet needs?

And what were they doing about those?

What kinds of things did they care about?

Did you create questions to ensure that you got

these kinds of answers and this kind of deep empathy?

And then finally, what surprised you?

Gaining these kinds of insights is really important,

but then being able to make sense of these insights is a whole other bucket of work.

So that's where we're in,

the define phase of design thinking.

Where we've learned about the problem,

now we have to make sense of the problem.

So oftentimes in my design research,

I will take all of these insights and I'll write them on post-it notes,

and you're going to see an example of that in just a few minutes.

But, I will begin to put on a large wall or on some foam core board,

all of these insights.

And myself and some members of my team will begin to move those post-its

around and we'll begin to look at commonalities among some of these insights.

Are we seeing repeat things that people said?

Or repetitive observations in what people were doing?

Perhaps some of the workarounds are actually creating a theme around an unmet need for

technology or a workflow process that doesn't incorporate communication.

We need to understand that because we talk to so

many of these end users that we decided upon on

our stakeholder map and all of a sudden we can

pull all these individual insights together and really begin to make sense of them.

We can further then really define the problem because we have points of view of people.

This POV or point of view is really taking the user's insights,

looking at their needs and their unmet needs and creating a persona

of a general person that's really a medley of lots of different people.

But when you think about this in a theme,

you really can better understand the problem from the people side.

Let's take a moment to look at what this theming process looks like.

Take a moment to think about all of the things that you heard today from

our in-depth experts and in

our role planning activity and try to synthesize them in your mind.

We'll take a moment to share together all of our ideas.

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