Integrating DT Across Monash Organization

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From the course by University of Virginia

Design Thinking for the Greater Good: Innovation in the Social Sector

44 оценки

University of Virginia

Design Thinking for the Greater Good: Innovation in the Social Sector

44 оценки

Do you work for a nonprofit or in the social sector? Are you struggling to solve the problems and meet the needs of the people you serve? Come learn more about how design thinking, a human-centered approach to problem solving, can help you truly understand an issue, generate ideas worth testing and iterate to find solutions that make a real difference. Through global stories from areas as diverse as government, health care, and education, we’ll show you the tools, techniques and mindset needed to use design thinking to uncover new and creative solutions in the social sector. The development of this course was supported by the Batten Institute for Entrepreneurship and Innovation at the University of Virginia's Darden School of Business. For more about the Batten Institute, see: http://www.darden.virginia.edu/batten-institute/ @BattenInstitute @DesignatDarden

From the lesson

ASKING "WHAT WOWS?" AND "WHAT WORKS?"

Welcome to our final week! This week we transition from idea generation to testing by examining the intersection of what stakeholders want and what the organization can sustainably offer. We'll consider the role of prototypes as a way to test our assumptions about a solution, and consider what it takes to launch a solution into practice, and see real-life examples of prototyping and testing in social sectors as diverse as healthcare and agriculture. You'll begin to think about your own social sector challenge you could tackle with design thinking. We end this week with some advice and actions for impact.

Whiteriver Part 1: First Assumptions5:45

Whiteriver Part 2: Reassessing Assumptions4:22

Intro to What Wows: Prototyping4:21

MasAgro: Creating a Space for Experimentation3:32

MasAgro's Hub System4:20

MasAgro's Innovation Network5:12

Intro to What Works3:50

Monash Learning Launch3:59

Monash Initiative: Long Patient Stays5:15

Integrating DT Across Monash Organization4:08

Meet the Instructors

Jeanne M. Liedtka
United Technologies Corporation Professor of Business Administration
Darden School of Business

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."

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