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Ruiz Healthcare - Innovate Pasadena Talk 2014
- 1. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 1 Lauren Chapman Ruiz lchapmandesigns@gmail.com @lchapmanruiz Healthcare & Design Ensuring your experience is useful, usable and delightful
- 2. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 2 Today’s Agenda + About + Case Study + Opportunities in healthcare
- 3. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 3 Hello! My name is Lauren Chapman Ruiz & I’m a human-centered designer
- 4. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 4 How many people here design ?
- 5. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 5 “Everyone designs who devises courses of action aimed at changing existing situations into preferred ones.” - HERB SIMON
- 6. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 6
- 7. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 7 How many people here design ?
- 8. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 8 Innovation begins and ends with people
- 9. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 9 Innovation can be fostered by mastering the discipline of human-centered design
- 10. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 10 We observe situations to identify & address unmet needs
- 11. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 11 SKILLSET OF INNOVATIVE PEOPLE (THE DISCIPLINE OF HUMAN-CENTERED DESIGN) CHARACTERSTICS OF INNOVATIVE PEOPLE (KEY BEHAVIOR TRAITS) Pattern Finder Networker CollaborativeProblem Framer Persistent Curious ImaginativeRisk Enthusiast Empathetic Experimental Humble A-ha !
- 12. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 12 1. Interdisciplinary Collaboration 2. Frequent engagement with Users 3. Iterative Prototyping of solutions Key practices of human-centered design
- 13. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 13 BENEFITS OF INNOVATING FOR PEOPLE Provides a framework from which to foster a more innovative culture • Helps you get the right solution to market, faster • Enables you to compete less on price and features, and more on value • Gives your teams the tools to tame highly complex problems • Promotes productive interdisciplinary collaboration
- 14. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 14 Concept Build Release TYPICAL USER TOUCH-POINTS RELATIVE USER ENGAGEMENT DURING A DEVELOPMENT PROCESS
- 15. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 15 Concept Build Release TYPICAL USER TOUCH-POINTS IDEAL USER TOUCH-POINTS RELATIVE USER ENGAGEMENT DURING A DEVELOPMENT PROCESS
- 16. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 16 1x 10x 100x RELATIVE COST TO REPAIR Concept Build Release TYPICAL USER TOUCH-POINTS IDEAL USER TOUCH-POINTS RELATIVE USER ENGAGEMENT DURING A DEVELOPMENT PROCESS
- 17. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 17 To be human-centered, we.. + Start with people’s real life… › What are their goals? › Needs? › Mental models? + ….in their real context › How does the environment affect their actions? › What are the technology strengths and constraints?
- 18. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 18 Ineffective approaches + Talk to some users + Capture complaints + Brainstorm + Pull only from business or technology requirements + Focus on screen layout and features first + Generate feature list directly from market profiles
- 19. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 19
- 20. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 20
- 21. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 21 An example… Kinetic Concepts, Inc. Uncovering breakthrough healthcare opportunities through human-centered research effort
- 22. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 22
- 23. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 23
- 24. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 24
- 25. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 25
- 26. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 26
- 27. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 27
- 28. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 28
- 29. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 29
- 30. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 30
- 31. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 31
- 32. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 32 New opportunities (or “unmet needs”) were discovered by looking for pain points, emotions, transitions, opportunities & patterns
- 33. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 33 What are some potential key opportunities in healthcare?
- 34. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 34 “ ” Every system is perfectly designed to achieve the result it gets. If we keep doing what we’ve been doing, we will continue to get the results we are getting. Paul Batalden, M.D.
- 35. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 35 1. Redefine healthcare Shift the way we think about health services & their goals
- 36. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 36 2. Help people to help each other Leverage untapped resources in communities
- 37. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 37 3. Take self-management to the extreme Focus on helping people successfully manage their own health
- 38. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 38 4. Change where health happens Look beyond health institutions
- 39. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 39 5. Easy in, easy out Fluid care pathways, smart triaging, and supportive community networks
- 40. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 40 6. Open up consultations Group engagements for information-sharing, open discussion and collaborative problem solving
- 41. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 41 7. Make healthy pay Find ways to show that healthy not only benefits you long-term, but also in the short-term
- 42. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 42 8. Prescribe more than medicine Patients could also be prescribed social activities that boosted confidence, reduced isolation & helped them find support
- 43. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 43 9. Doctors can’t do it all Diversify the provision of care & be smart about who does what
- 44. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 44 10. Let’s get digital If used in the right away, technology is one of the most powerful ways in which we can deliver health transformation
- 45. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 45 What opportunities are there to explore this space
- 46. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 46
- 47. NOVEMBER 7, 2014 · HEALTHCARE & DESIGN· ©2014 · 47 Thank you! Lauren Chapman Ruiz lchapmandesigns@gmail.com @lchapmanruiz
Notes de l'éditeur
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- When you incorporate theses mindsets….you can Not just time to market…but getting the right solution Getting something manufactured in China for cheaper. How to compete? On Value. Give people something that they want, something that makes their lives easier more enjoyable. Don’t necessarily get rid of complexity. Collaborate, bring together diverse disciplines and groups…from science & engineering, business & marketing, visual and industrial design, human & cognitive sciences
- A typical development process goes from concept to release. MAYBE there will be a focus group early or a usability test just before release, too often there arent’ any user touch points along the way. It is significantly more expensive to fix problems late in the life cycle. We’re talking about an order or two of magnitude. The discovery-driven iterative design process finds problems early, reducing rework costs. Usability also makes for satisfied customers. The biggest risk in any development project is getting the requirements wrong and delivering an unusable, or ill-fitting, system. HCD helps to mitigate that risk by having better communication with the customer and users, and building early and often to get rapid feedback. It doesn’t matter how well you build the wrong thing. If it’s wrong: - It fails to deliver the projected benefits. - It hampers people’s performance every day. - And it saps their morale. For those interested in more details along these lines, you might want to check out the book Cost-Justifying Usability by Bias & Mayhew.
- A typical development process goes from concept to release. MAYBE there will be a focus group early or a usability test just before release, too often there arent’ any user touch points along the way. It is significantly more expensive to fix problems late in the life cycle. We’re talking about an order or two of magnitude. The discovery-driven iterative design process finds problems early, reducing rework costs. Usability also makes for satisfied customers. The biggest risk in any development project is getting the requirements wrong and delivering an unusable, or ill-fitting, system. HCD helps to mitigate that risk by having better communication with the customer and users, and building early and often to get rapid feedback. It doesn’t matter how well you build the wrong thing. If it’s wrong: - It fails to deliver the projected benefits. - It hampers people’s performance every day. - And it saps their morale. For those interested in more details along these lines, you might want to check out the book Cost-Justifying Usability by Bias & Mayhew.
- That is important because, It is significantly more expensive to fix problems late in the life cycle. We’re talking about an order or two of magnitude. The discovery-driven iterative design process finds problems early, reducing rework costs. Usability also makes for satisfied customers. The biggest risk in any development project is getting the requirements wrong and delivering an unusable, or ill-fitting, system. HCD helps to mitigate that risk by having better communication with the customer and users, and building early and often to get rapid feedback. It doesn’t matter how well you build the wrong thing. If it’s wrong: - It fails to deliver the projected benefits. - It hampers people’s performance every day. - And it saps their morale. For those interested in more details along these lines, you might want to check out the book Cost-Justifying Usability by Bias & Mayhew. “Usability methods raised user satisfaction ratings for a system by 40%; when systems match user needs, satisfaction often improves dramatically.” (Bias & Mayhew, 1994) Not just development cost. Emotional investment of the managing/development team in the product increases as product gets more developed. Very hard to combat that investment the closer the product gets to launch. Better to tackle these issues earlier. Rule out the bad ideas early, and focus on developing the better ideas, before emotionally investment is too great.
- These are three approaches to design that are common yet flawed.
- We do user research because understanding the user’s context is just as important as understanding their goals.
- Why participatory design – uncover generative – production tool, not reaction, allows open ended, less prescriptive, come up with ideas based on needs that we might be aware of to wireframe or create scenarios of.
- Graftjacket regenerative tissue matrix & Graftjacket Xpress flowable soft tissue scaffold For repair or replacement of damaged or inadequate integumental tissue, such as diabetic foot ulcers, venous leg ulcers, pressure ulcers, or for other homologous uses of human integument Preserved Tissue Scaffold Supports cellular repopulation and revascularization by host tissue
- Planning with HCD methods
- Identify who to interview
- Walk in the shoes of our users
- Graftjacket regenerative tissue matrix & Graftjacket Xpress flowable soft tissue scaffold For repair or replacement of damaged or inadequate integumental tissue, such as diabetic foot ulcers, venous leg ulcers, pressure ulcers, or for other homologous uses of human integument Preserved Tissue Scaffold Supports cellular repopulation and revascularization by host tissue
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit
- Credit: Innovation Unit