In everything, the health care innovation by design team does, it wants to mobilize frontline staff to look at design thinking questions of what is, what if, what wows and what works. To re-frame problems, develop a deeper understanding of needs and translate these into new opportunities and then, see and iterate what actually works in practice. Making systemic design thinking core to problem solving at the Monash University Medical Center requires more than an invitation for staffers to play with ideas and random tools. It requires creating a structure process accessible to all. Here's what Dr. Campbell, medical professor, had to say. "Some people have the view of design thinking that if you get a whole bunch of people in a room with post-it notes, something magical happens and afterwards, you don't quite know how you did it. Rather, you have to make it clear that there's a rigorous methodology in place and that people can learn it, a very structured methodology that lets you safely work through the elements. We at Monash want to be on the leading edge not the bleeding edge." Assured of the design thinking methodology, Monash is working on diffusing design thinking throughout the entire organization. The team has thought long and hard about efficiently scaling their design efforts and about building a core competency in tools and processes. The team is determined to make design thinking part of hospital culture, and part of their current answer is heavily leveraging the power of asynchronous online learning. For example, Campbell and Keith Stockman - he's operations research manager - they continually urge staff to enroll in Darden's online course and then they mentor those staffers in applying the design thinking process to a real world team project which benefits both Monash and its patients. One of Monash's current students is pediatrician Dr. Kathy McAdam, who praises the teamwork concept she's learning. She and her Monash classmates watch the videos at home and then, they gather and watch other visual information. And they discuss and argue. Despite busy schedules, she says commitment to the group motivates her and the other team members. McAdam echo Stockman when she says the online courses provide the right tools to devise the types of services Monash customers might need most. She is in thralled with testing and iterating on an idea that might not be perfect, rather than seeking the perfect idea and then wondering, "oh gee, why did that flop? " Those are her words. As they look forward to taking design thinking at Monash across the cultural tipping point, Dr. Campbell, Keith Stockman and the innovation by design team do not lack for dreams. The team's ambition is to play a leading role in health care innovation by creating a hub for design education, applied research and practice in Melbourne, Australia. From Keith Stockman, "We're on a big learning curve. We're getting things right and we're getting things wrong. But everyone is enjoying the process and it is building relationships which, in itself, may be good enough." Dr. Campbell attacks the immediate bottom line restraint that stops so much innovation with his own longer term bottom line. "You can't focus on cost as your objective. Your objective is to provide high-quality health care and support people to remain well throughout the community. You can never lose sight of that. Cost will eventually be stripped out by doing the right things and by thinking in a designerly way."