Design for Care: Innovating Healthcare Experience
Rosenfeld Media, May 2013 Foreword by Dr. John Halamka
Design for Care brings methods and practices found effective across healthcare contexts to designers in all situations, illustrated by current cases & design research. We aim to inform information, service, & system designers to make a positive difference in healthcare.
Healthcare and self-care practices are changing, rapidly. Each health sector has a different view of patient or user activity, but in so many cases there is no “user” to design for. Instead, we are all health seekers. The personal journey and spectrum of care may be unique to each health seeker. Designers must understand the whole health seeker – our upstream activities, defining moments, and downstream effects, and the services that we touch along the way. Design has an emerging role as a care provider – we have a responsibility to research, redesign, and remediate the touchpoints of care, informed by our understanding and designing for the health seeker.
Design for Care promotes the evolution of design toward full membership in today’s multidisciplinary care teams. Design skills and human research tools expand the possibilities of self care & medical care, community services, clinical informatics and IT.
RSD, Oslo – Design Research for Human-Centred Healthcare
“Peter Jones courageously builds bridges between design methods and medical informatics. Those who follow him across the existing chasm will strengthen the care in healthcare, thereby improving the lives of patients and caregivers.” Ben Shneiderman, University of Maryland
“Healthcare delivery and experience innovation is the new core competency of organizations that will survive the current healthcare transformation. Design for Care is an outstanding addition to current best practice in the field.” Sam Basta, MD, MMM, FACP, CPE, Founder of Healthcare Innovation by Design
Book events: Keynote, Healthcare Infrastructure Summit (April 20, 2015)
We Tried to Warn You: Innovations in Leadership for the Learning Organization
Massive enterprise-level failures happen, providing remarkable opportunities for recovery for organizational innovators. While company-scale failures are perhaps rare, they are foreseeable. But the circumstances of our collective psychological dynamics prevent us from engaging the problems until they occur.
Large-scale failures often result from a cascade of communications problems, reinforced by a style of decision making that rewards the appearance of certainty. The book proposes recovery by enabling a decentralized, lateral leadership network of people working across boundaries to repair, innovate, and create resilient organizational structures.
At the front lines of work a broken strategy is often recognized long before management notices. The people working closest to the customers are able to foresee the potential for disconnects among a company and product’s strategy, design, and user adoption. What we may later call a strategic breakdown was foreseeable and perhaps repairable. Those working with users and customers are able to make sense of direct behavioral observations and connect these to the company’s future prospects.
When an organization creates a new atmosphere that encourages shared, lateral leadership, the separation between front lines and management tends to blur and organizational communication improves, largely by virtue of the network effect and the perceived importance of sensing action occurring in the front lines or work.
While the book presents a case study emerging from the multidisciplinary field now known as user experience design (UX), a similar story could be told about the development and diffusion of other knowledge-based practices organizations.
A core theme of We Tried to Warn You is that knowledge must be located, translated, and mobilized from the front lines back to the business in creative communications, informing product strategy and innovation. The user experience group permits a perfect case study, as in many companies it has now become a primary conduit for understanding “real users” and their needs in current organizations worldwide. The user experience group is also involved throughout all phases of product innovation, from user research, to product concept design, to final design and user testing.
Team Design: A Practitioner’s Guide to Collaborative Innovation
Originally published by McGraw-Hill, and revised in 2002, Team Design is a comprehensive and novel integration of facilitated and collaborative design practices used over the last two decades. Written before the current era of open facilitation (barcamps, cafes) the book builds on the prior era of outcome-oriented innovation methods. Team Design’s methods integrated participatory design, rapid application design, and structured processes for high-performance facilitation.
Team Design gives system designers, team facilitators, project managers, and process analysts a facilitation consulting toolkit in one handbook. A comprehensive guide to collaboration in software product development for best-practice processes and products.
Formats and methods are provided for team workshops, based on organization, business, project type, desired end result, and lifecycle phase.