Designing realistic medicine

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    DESIGNING REALISTIC MEDICINE

    ROD MOUNTAIN MIKE PRESS

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    A SURGEON AND A DESIGNER

    WALK INTO A BAR.

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    HEALTHCARESERVICE DESIGN

    WHAT IS REALISTIC MEDICINE? HOW CAN SERVICE DESIGN ADVANCE IT?

    WHAT HAVE WE DONE SO FAR? WHAT CAN WE DO NEXT?

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    HEALTHCARESERVICE DESIGN

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    THE SCOTTISH APPROACH TO SERVICE DESIGN

  • Scottish Approach to Service Design: Principles

    Using our public services should be as simple and straight forward as it can be.

    As Simple As They Can Be

    Users should be in the room when design decisions that affect them are made.

    Users In the Team

    All of Scotlands people should be able to participate in the design of our public services.

    No One Left Behind

    Learn, understand, envision, make, test and deliver together

    Always Connect

    User Not Organisation NeedsEnsure services are delivered in the best way possible to solve users problems and meet users needs. Users should not need to understand how the public sector works.

    Collaborate, Share, ReuseWork with other organisations to make the users journey coherent and minimise duplication, and to improve the efficiency of design.

    Inclusive and Accessible Our tools and methods must be accessible and inclusive anyone who wants to should be able to participate in any public service design activity.

    With, Not Just ForPublic services are how governments deliver their policies designing with and not just for enables both policy and implementation to continuously improve.

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    WHAT IS REALISTIC MEDICINE?

  • EMPOWERING

  • PERSONALISED

  • SUBJECTIVE HUMAN EXPERIENCE

    =OBJECTIVE BEAN COUNTING

  • GLOBAL HEALTHCARE CHANGES

    1

    2

    3

    4

    5

  • VALUE

    DIGITAL

    WELLNESS

    SUSTAINABLE

    COMMUNITY BASED

  • VALUE

    DIGITAL

    WELLNESS

    SUSTAINABLE

    COMMUNITY BASEDSTEPHEN HAWKING Illustration: Ellie Foreman-Peck

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    HOW CAN SERVICE DESIGN ADVANCE REALISTIC MEDICINE?

  • +

    WHY COMBINE QUALITY IMPROVEMENT & SERVICE DESIGN?

    Chief Medical Offi cers Annual Report 2014-15REALISTIC MEDICINE

    7

    REALISTIC MEDICINE CAN WE:

    CHANGE OUR STYLE TO SHARED DECISION-MAKING?

    BUILD A PERSONALISED APPROACH TO CARE?

    REDUCE HARM AND WASTE?

    REDUCE UNNECESSARYVARIATION IN PRACTICE AND OUTCOMES?

    MANAGE RISK BETTER?

    BECOME IMPROVERS AND INNOVATORS?

    SCOTTISH APPROACH TO SERVICE DESIGN

  • WHATS THE DIFFERENCE?

    IMPROVEMENT DESIGN

    BASED ON SYSTEM ANALYSIS SETTING STANDARDS

    QUANTATIVE LEFT BRAIN

    SERVICE DESIGN

    BASED ON USER EXPERIENCE CREATING EXPERIENCES QUALITATIVE RIGHT BRAIN

  • AIMS

    QI AIMS

    SERVICE EFFICIENCIES INCREMENTAL CHANGE

    PROBLEM SOLVING FACT FINDING

    SD AIMS

    USER EXPERIENCES RADICAL CHANGE PROBLEM FINDING INTUITION

  • PROCESS

    QUANTITATIVE PROCESS

    RISK AVERSE MORE HIERACHICAL

    MEASURABLE LESS EMOTIONAL

    QUALITATIVE PROCESS

    RISK TAKING LESS HIERACHICAL OBSERVATIONAL MORE EMOTIONAL

  • METHODS

    QI METHODS

    FEEDBACK SURVEYS

    OPINIONS MEETINGS

    TEST OF CHANGE

    SD METHODS

    USER ENGAGEMENT CREATIVE THINKING EMPATHY MAPPING JOURNEYS / TOUCHPOINTS PROTOTYPING

  • OUTCOMES

    QI OUTCOMES

    WRITTEN STANDARDS PROTOCOLS/GUIDELINES

    LESS RADICAL PROPOSALS MEDIUM TERM SOLUTIONS

    SD OUTCOMES

    VISUAL NARRATIVE INFOGRAPHICS/MEDIA MORE RADICAL PROPOSALS LONGTERM SOLUTIONS

  • Now is the time to link left brain with right and create an enlightened alliance of Quality Improvement and Service Design in Scotland

    QI & SD ALLIANCE

  • Learn from each other vocabulary, tools, confidence

    Work with each other subtle, cultural, value, trust

    Train and Teach together Adapt tools and techniques

    WHY PARTNER QI and SD mindsets?

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    WHAT HAVE WE DONE SO FAR?

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    WHAT HAVE WE DONE SO FAR?

    1. COMMUNITY 2. CAPACITY 3. LEADERSHIP

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    CONDITIONS FOR DESIGN TO ACHIEVE IMPACT IN PUBLIC AND THIRD SECTOR PROJECTS

    Condition 1: Community Building Build and Maintain Trust

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    CONDITIONS FOR DESIGN TO ACHIEVE IMPACT IN PUBLIC AND THIRD SECTOR PROJECTS

    Condition 2: Capacity Build Capacity and Skills

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    CONDITIONS FOR DESIGN TO ACHIEVE IMPACT IN PUBLIC AND THIRD SECTOR PROJECTS

    Condition 3: Leadership Align Change with Organisational Values

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    WHAT HAVE WE DONE SO FAR?

    COMMUNITY BUILDING

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    WHAT HAVE WE DONE SO FAR?

    CAPACITY

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    NINEWELLS HOSPITAL

    5,000 STAFF SERVING POPULATION OF 500,000 25 MILES OF CORRIDORS 2ND LARGEST HOSPITAL IN SCOTLAND PIONEERED KEYHOLE SURGERY UKS ONLY FRANK GEHRY BUILDING

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    NINEWELLS SAFARI

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    SERVICE DESIGN FOR GPs

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    DASMAN KUWAIT

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    DASMAN KUWAIT

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    WHAT HAVE WE DONE SO FAR?

    LEADERSHIP

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    WHAT CAN WE DO NEXT?

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  • HOW DO WE DO IT?

    Link our organisations Scale, embed and spread

    Joint training and activity Establish, build relationships

    Create the future we want A Society philosophy Cathedral thinking / V&A effect

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    ITS NOT ROCKET SCIENCE

    DESIGNING REALISTIC MEDICINE

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    THREE LOCAL LEVEL PRIORITIES

    1. SPACES TO INNOVATE & CO-CREATE 2. INSTITUTIONAL PERMISSION TO

    COLLABORATE 3. BUILD DESIGN CAPACITY 4. FUNDING

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