KEYNOTE: INNOVATION IN HEALTHCARE PRACTICE - SRIKANT DATAR, PHD - VASCULAR DISEASE ...
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Keynote: Innovation in
Healthcare Practice
Srikant Datar, PhD
Faculty Disclosures Srikant Datar: Consultant – Novartis AG, Stryker Corporation, T-Mobile Corporation, ICF International; Advisory Board – HCL Technologies Brand names are included in this presentation for participant clarification purposes only. No product promotion should be inferred.
Building Innovating Organizations • Understand innovation • Develop learnable innovation skills • Build innovative teams
What Is Innovation? A product, process, or model that is novel and useful.
Innovation | How it Relates to Operations Source: Synecticsworld, LLC.
Innovation | How it Relates to Operations
rules * routines * rational curiosity * speculating
TQM * procedures connection-making
decision-making developmental thinking
experimenting
Source: Synecticsworld, LLC.
Typical Problem-Solving Approach
A Different Approach
A Human Centered Innovation Process
Four Phases Sources: Professors G. Puccio and J. Cabra, International Center for Studies in Creativity, Buffalo State College; © Foursight LLC.
1. Human-Centered Design Approach
Source: HCD Toolkit 2ed.
Human-Centered Design Premise Designs that build out from the needs of users and patients – explicit and implicit, articulated and observed – are more effective and more widely embraced than those developed in other ways.
Empathy & Understanding Identifying PAIN POINTS A pain point is a moment when a user or patient experiences frustration, difficulty, or uncertainty when using a product, service, etc. Pain points indicate unmet user needs. Pain points can be explicit, so a user could articulate them in an interview. These are typically functional needs that are not being met. They can also be latent – unrecognized by the user – in which case a researcher would discover them through deep observation and/or a probing interview. These are typically social, emotional, or psychological needs to do with feelings.
Human-Centered Design and Pain Points: Caring for Stroke Patients at Karolinska Hospital in Stockholm, Sweden Patient collapses Partner calls 911 EMTs arrive Stabilize patient in ambulance Drive to hospital ER receives patient Team does CT scan to diagnose Prescribes neurothrombectomy Wheel patient to OR Perform surgery Patient goes to recovery What are the pain points and unmet patient needs?
Human-Centered Design and Pain Points:
Caring for Stroke Patients at Karolinska Hospital
in Stockholm, Sweden
Patient collapses Patient collapses
Partner calls 911 Partner uses app to assess stroke
Alerts 911 to stroke
EMTs arrive
EMTs arrive
Stabilize patient in ambulance Stabilize patient in ambulance
Drive to hospital Collect data on stroke
ER receives patient Forward data to neurologist at hospital
Team does CT scan to diagnose Creates a virtual record
Prescribes neurothrombectomy Alert stroke team that patient is arriving
Wheel patient to OR Receive patient directly in neuroimaging suite
Perform surgery Team does CT scan to diagnose
Patient goes to recovery Prescribes neurothrombectomy
Perform surgery
Patient goes to recoveryActivities What is happening? Primary, secondary,
peripheral activities?
Environments Where are things happening? Are there multiple
kinds of environments within one larger place?
What are the characteristics?
Interactions Who is doing what with whom? Do interactions
seem planned or spur of the moment? Are
people interacting with other people? With
things? With environments?
Objects What objects are present and/or involved in
activities and interactions described? What
seems most/least important? What is puzzling?
Users Who are the users? Do they vary in
characteristics?TRY
Assume a beginner’s Warm up. Develop Experience.
mindset. rapport before asking “Do as the Romans do.”
Check assumptions. detailed questions.
“Observe” with all five Be open. Let the Use props to experience
senses. interviewee tell stories. a situation or action more
realistically.
Document the looking. “Five whys.”
Be patient. Probe by asking why.
Address both broad
context and narrow
details.
Source: IDEO, 2012.Journey Map | Guide A graphic tool used to organize detailed information about an individual’s steps through a process. It is a useful learning device that can be applied to any context. Source: HCD Toolkit 2ed.
Observations and Insights
STRUCTURE WHAT HOW
Journey Maps AEIOU Look-Ask-Try
To Identify & Explore…
Pain
Points2. Problem Framing
Problem Framing at Jaipur Limb: Fitting Prosthetics Jaipur Limb is a not-for-profit hospital in India that fits prosthetic limbs for free on patients who have lost a part of their leg. It wants to serve very poor patients. What is the problem that Jaipur Limb is solving? Fit a prosthetic limb to restore mobility.
Technique | How Might We… An approach to phrasing problem statements that invites broad exploration • How might we accentuate the positives • How might we minimize the negatives Source: d. school, 2013.
Problem Framing at Jaipur Limb: Fitting Prosthetics Jaipur Limb reframes the problem not just as restoring mobility but as restoring dignity. This results in many innovations, from how patients are looked after when they arrive at the hospital (meals, admit without appointment 24 hours a day) to how they can be helped to earn a livelihood after they are fitted with prosthetics (tea stall kits, skill development).
Benefits of “How Might We” Statement Starters • Challenges your assumptions • Helps you see different perspectives • Provides a direction for problem-solving • Invites divergent thinking
3. Ways to Ideate
Approach 1
Tools for “Breaking Fixedness”
Systematic Inventive ThinkingThe Flat Tire Source: SIT, 2012.
The Flat Tire • You place the jack under the car, take out a cross wrench, and start unscrewing the bolts Source: SIT, 2012.
The Flat Tire • You unscrew three of the bolts, but the fourth bolt is badly rusted and you cannot turn it to unscrew it • What would you do? How would you solve this problem? Source: SIT, 2012.
The Flat Tire The Most Creative Solution Position the jack under the cross wrench for the extra torque needed to turn the wrench, thus loosening the bolt. Source: SIT, 2012.
SIT | Functional Fixedness A cognitive bias that limits a person to using an object only in the way it is traditionally used. Source: SIT, 2012.
Examples of Task Unification
Tool | Task Unification The assignment of new tasks to an existing resource. Source: SIT, 2012.
Examples of Task Unification o Assign customers who are waiting (an external resource) the task of checking out (stores) or checking in (airlines) rather than having employees (internal) do these tasks o Eco-power faucet uses water flowing through faucet as a turbine to recharge its battery used for its infrared sensor o Assign to the ambulance tasks done in the ER o Assign to pharmacy stores tasks done in doctors’ offices or hospitals o Assign to a pacifier the task of also being a thermometer for a baby o Assign to people in the community tasks that reduce the need for patients to come to the hospital
Examples of Task Unification
Uber
Person with a car Taxi driver
Airbnb
Person with a spare room Occasional inn keeperSIT | Function Follows Form
Existing Situation
Manipulation
FORM
(thinking tools)
Virtual product
Identify benefits, advantages, markets Marketing filter
FUNCTION
Identify challenges Feasibility filter
Adaptations
IDEA
Source: SIT, 2012.SIT | Structural Fixedness The tendency to think of an object or process as a whole, with a defined structure that cannot be modified, divided, or rearranged. Source: SIT, 2012.
Division in the DVD Industry Source: SIT, 2012.
Tool | Division By dividing a product, process, or business model into its component parts, you see the collection in a new light. This process allows you to reconfigure parts in unanticipated ways. Physical, functional, preserving division. Source: SIT, 2012.
Division and Strategy Suppose you wanted to come up with a new strategy to compete in the pharmacy business and generate new opportunities. What might you do? o Put all pills to be taken each day and time in a separate pack and deliver straight to people’s homes; then people don’t need to remember if they have taken pills on time and every day o This is an example of division
Pill Pack Source: IDEO, 2014.
Pill Pack
o Pill Pack would appeal to: People who travel,
kids’ caregivers, tech-savvy baby boomers
o Caregivers might be the target decision-maker
for their parents or kids
o Patients will feel more confident that they are
taking the right medications at the right time
Source: IDEO, 2014.4. Prototyping
Prototyping Google Glass
Prototyping
A prototype is a model for facilitating learning.
Prototypes help to test critical questions and explore assumptions. The goal
is to learn about a specific concept or sub-parts of a concept as quickly as
possible and at low cost.
© Srikant M. Datar. 46How to Prototype • Identify critical assumptions in your concept around desirability, feasibility, or viability • Clarify what you would like to learn about the assumption • Design a cheap and fast experiment that will help you learn
Concept Development Source: LUMA Institute, 2012.
Google Glass Prototyping
®
Source: Rapid prototyping Google Glass. Tom Chi, TED-ed, 2013.Google Glass Prototyping
Source: Rapid prototyping Google Glass. Tom Chi, TED-ed, 2013.Google Glass Prototyping
Source: Rapid prototyping Google Glass. Tom Chi, TED-ed, 2013.Explore Evolve Validate
# OF IDEAS LOW Quality of Prototype HIGH
Source: IDEO, 2013.5. Innovation Teams
The FourSight Model Sources: Professors G. Puccio and J. Cabra, International Center for Studies in Creativity, Buffalo State College; © Foursight LLC.
Preference for Assertiveness
ASK STATE
ASK
Likes to explore Decisive
Evaluates risks Takes risks
Flexible, patient Bold, fast-paced
Engages others Expresses opinions
STATE
Speculative Directive
Sources: Professors G. Puccio and J. Cabra, International Center for Studies in Creativity, Buffalo State College;
© Foursight LLC.Preference for Thinking
DIVERGE CONVERGE
DIVERGE CONVERGE
Prefers generating options Prefers evaluating & selecting
options
Preference for experimenting Prefers decision-making
Favors unusual ideas Favors critical thinking
Enjoys exploration & synthesis Enjoys analysis
Sources: Professors G. Puccio and J. Cabra, International Center for Studies in Creativity, Buffalo State College;
© Foursight LLC.Likes to explore Engages others
Evaluates risks Speculative
Flexible, patient
ASK
Prefers generating Prefers evaluating &
options selecting options
Preference for Prefers decision-making
experimenting Favors critical thinking
DIVERGE CONVERGE
Favors unusual ideas Enjoys analysis
Enjoys exploration &
synthesis
STATE
Decisive Expresses opinions
Takes risks Directive
Bold, fast-pacedCLARIFY DEVELOP
ASK
DIVERGE CONVERGE
STATE
IDEATE IMPLEMENTFour Phases
Teams and Innovation Why are teams important for innovation? o Need people from all four quadrants for performance and success throughout the process o People from these quadrants need to understand, appreciate, and respect each other
Thank You
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