Whiteriver Part 2: Reassessing Assumptions

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Из курса от партнера University of Virginia

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

67 оценки

University of Virginia

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

67 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

Из урока

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

Познакомьтесь с преподавателями

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

As you remember, Marlisa and her White River team's winning solution

for the Ignite Accelerator at HHS's Idea Lab was looking a little shaky.

The critical assumption Marlisa and Alicia realized during the design

thinking bootcamp was how White River patients might respond to a high tech kiosk.

Marlisa recalled her 87 year old grandmother's likely reaction to the electronic display.

She realized many tribal elders,

White River Emergency Room's primary visitors,

those elders might not be comfortable with,

to them, new technology.

Some even did not speak or read English.

An electronic system, no matter how efficient, Baltimore,

might create more not fewer delays in rural Apache country.

The White River team,

in its initial research,

had heard patient's frustrations.

But the assumed solution,

the "winning" solution technology,

had not come with stakeholder's input.

After phone calls back to Fort Apache to speak with elderly patients,

the team made a course correction.

The kiosk concept was replaced with a paper form aimed to

discover the acuity of patient's medical issues as soon as they entered emergency.

Saving time and money,

the simple form literally asked patients whether they needed emergency or

non-emergency care such as visit with a nurse or a prescription refill.

Since anyone could help non-English speaking patients check boxes on a one page form,

Marlisa and Alicia thought that any patient without being

seen by a clinician could be quickly routed to appropriate care.

Returning to Arizona, the team prepared for what works,

taking the paper base concept into testing in the actual hospital.

Then the next shoe dropped,

HHS staff reported that a law to prevent

emergency rooms from turning away those without insurance made,

in effect, the use of any pre-examination form illegal.

This no-dumping law stipulates that everyone who comes into

an emergency department must be assessed by a medical clinician.

HHS legal advisers noted that as long as the door says emergency,

you can't send potential patients anywhere until they've been evaluated.

Abandoning the paper form,

the White River team circled back to what is,

visiting other hospitals and gathering more face-to-face data from patients.

Guided by this new data,

the White River team moved to their next iteration,

a fast track system that placed

medically qualified personnel at the emergency room entrance to quickly,

within 15 minutes, to quickly assess

each patient's condition and direct appropriate visitors to non-emergency services.

The White River team then ran a four-day experiment,

arranging for an experienced physician to greet each emergency room arrival.

And the percentage of arrivals abandoning White River's emergency room without treatment

was reduced from 18 percent to less than two percent during the experiment.

White River Hospital leadership found

the fast track idea and the potential savings of six million dollars compelling.

And the hospital is now building a fast track idea and starting

construction on a new emergency room designed to address even more concerns.

Some might argue that what Marlisa and her team accomplished is not

dramatic enough to be called "innovation" but we disagree.

What if even a fraction of HHS's 80,000

employees are motivated to innovatively solve problems?

Imagine the increase in patient experience at HHS hospitals and clinics.

Imagine the savings to taxpayers.

That's the point of Ignite,

tapping into the innovation potential of the agency's vast employee base and then

deeply testing the assumptions to ensure any solutions are on the right track.

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