FOUR META-STRATEGIESFOR DESIGN & MANAGEMENT

KIPUM LEEMX CONFERENCE 2012SAN FRANCISCO, CAMARCH 5, 2012

U. EXPERIENCE STRATEGY MANAGEMENT

DESIGN MANAGEMENT

DESIGN MANAGEMENT

DESIGNMANAGEMENT

Strategies of STRATEGY

“THE FUTURE OF THE LIBERAL ARTS”

BY RICHARD MCKEON

DIMENSION A STRATEGY DIMENSION A’

ISSUE

VALUESStrategy of

INTERPRETATION FACTS

VALUESStrategy of

INTERPRETATION FACTS

VALUESFACTS

Select data that have the capacity to shape

and reshape how organizations and

people view products

DESIGN

VALUESStrategy of

INTERPRETATION FACTS

VALUESFACTS

Select data that have the capacity to shape

and reshape how organizations and

people view products

DESIGN

©2008 Kipum Lee, personal collection

VALUESStrategy of

INTERPRETATION FACTS

Cultivate environments that invite multiplicity of interpretations and not an unambiguous interpretation of data

VALUESFACTS

Select data that have the capacity to shape

and reshape how organizations and

people view products

MANAGEMENTDESIGN

INNOVATIONStrategy of

INVENTION TRADITION

INNOVATIONStrategy of

INVENTION TRADITION

Rethink ux design concepts, methods,

principles (e.g. experience mapping,

use cases, etc)

INNOVATIONTRADITION

DESIGN

Rethink ux design concepts, methods,

principles (e.g. experience mapping,

use cases, etc)

INNOVATIONStrategy of

INVENTION TRADITION

INNOVATIONTRADITION

DESIGN

ARCHITECTURE: COFFEE VENDING MACHINECURRENT USER / INTERACTION PROCESS

IMPROVEMENTS

INSTRUCTIONS & MENU

The layout of the instructions is separate from the menu, such that the user has to take time to read and understand how exact-ly to use the machine, and then consider what options are avail-able.

If each step of the instructions is laid out in sequence of ordering with the corresponding menu buttons below, the user is guided through the process of beverage selection in a swift and flowing manner.

PAYMENT OPTIONS

The only form of payment accepted is cash and coins.

The option of electronic payment would take effect in several ways: Less time searching for change. No need for exact change. No forgetting to take change. More convenience when having to handle multiple items while reaching down to take change and coffee cup.

DISPENSER DOOR & LOCATION

The filled cup of beverage is dispensed at a location that is awkard for most users. It requires the user to have to bend down and open a hatch, which can be inconvenient if already carrying other items. Visibility of the cup is also limited, so grasping the hot cup can be hazardous & may lead to spillage.

By moving the dispenser location up higher and to the right, in alignment with the payment location, it would allow for more convenience & ultimately less spillage. Also, if the door was on hinges so it could stay open, this would allow the user to conve-niently do everything with only one hand, if necessary.

LID LOCATION

Lids are located in an area several feet away from the machine, so most users are not even aware of the availability, or have to spend time searching for them.

Storing the lids either on or closer to the machine would make users aware of the presence of the lids, and also reduce time spent searching for them while holding a hot cup of coffee.

PHYSICALEVIDENCE

Break Room

Break Room

Change Slot

Cup of Coffee Lids

Arrive

decision point

Machine Selection

decision point Drink

Selection

decision point

Complement Selection

decision point Size

Selection

Read Machine Instructions Insert Money

Credits Money Illuminate Drink Options

Illuminate Complement

Options

Illuminate Size Options

Dispense Change

Illuminate Door

Brewing &DispensingBeverage

DispenseChange

SupplyMachine(Cups)

CollectMoney

SupplyMachine(Coffee)

SupplyMachine

(Complements)

SupplyMachine(Coins)

Stock Lids

Dispense Beverage

Press Button Press Button Press Button WaitGet Change (if applicable) Find Lid

Get Beverage1.Bend down2.Lift Door3.Get cup

Vending Machines

Coffee Vending Machine

CoinSlot Drink Menu Complement Menu Size Menu

CUSTOMER ACTIONS

LINE OF INTERACTION

ONSTAGE MACHINE INTERACTION

LINE OF VISIBILITY

BACKSTAGE MACHINE PROCESS

LINE OF MACHINE INTERACTION

SUPPORT PROCESSES

GEORGE

PHYSICALEVIDENCE

Break Room

Break Room

Cup of Coffee Lids

Arrive

decision point

Machine Selection

ReadInstruction 1.Insert Money

ReadInstruction 2.Select Drink

ReadInstruction 3.

Select Complement

ReadInstruction 4.

Select Size

Credits Money Illuminate Drink Options

Illuminate Complement

Options

Illuminate Size Options

Illuminate Door

Brewing &DispensingBeverage

SupplyMachine(Cups)

CollectMoney

SupplyMachine(Coffee)

SupplyMachine

(Complements)Stock Lids

Dispense Beverage

Wait Get LidGet Beverage1.Open Door2.Get cup

Vending Machines

Coffee Vending Machine

Drink Menu

ComplementMenu

SizeMenu

CUSTOMER ACTIONS

LINE OF INTERACTION

ONSTAGE MACHINE INTERACTION

LINE OF VISIBILITY

BACKSTAGE MACHINE PROCESS

LINE OF MACHINE INTERACTION

SUPPORT PROCESSES

Kandy Hricik Harini KasturiDesign in ManagementAssignment 5: Service Blueprinting

Sep. 22, 2011©2011 Kandy Hricik(Case), Harini Katsuri (CIA), students

Strategy of INVENTION

Inform from experience which ideas have possibility to see the light of day and support accordingly; preserve enduring products

MANAGEMENTRethink ux design

concepts, methods, principles (e.g.

experience mapping, use cases, etc)

DESIGN

INNOVATION TRADITION

INNOVATIONTRADITION

PARTICULARSStrategy of

CONNECTION UNIVERSALS

PARTICULARSStrategy of

CONNECTION UNIVERSALS

UNIVERSALS PARTICULARS

Design with an awareness of patterns; pick a problem worth

solving/resolving; begin with universal problems

DESIGN

PARTICULARSStrategy of

CONNECTION UNIVERSALS

UNIVERSALS PARTICULARS

Design with an awareness of patterns; pick a problem worth

solving/resolving; begin with universal problems

DESIGN

line of visibility

PatientActions

Caregiver Actions

BackstageCaregiver

Actions

Physician may bring in residents/interns into the room and discuss patient’s condition in front of interns. Other caregivers are assessing various data.

Patient is on medication and is waiting to hear information from physician on next steps.Patient’s assessment: how they feel v. how they usually at home.

Many times, patient will be told that going home will not be possible; in some cases, the option is to go to a rehab facility/long-term care (LTC) or skilled nursing facility (SNF).

Patients will have to make a decision with family about what to do; at this point, patients may choose which nursing home or rehab center to stay.

Patients/family and the nursing staff will plan the logistics of where the patient will be heading and may even arrange transportation details.

Patient is given instructions regarding medications, a recap of the treatment or procedure, and extensive information for reference once patient is gone.

Patient has been given the approval to leave and must manage to gather belongings and concern about billing and payment.

Patient is in the care of a family doctor or other caregivers at another location.Patient (and family) may be adjusting to another lifestyle.

Discussing d/c with patients and giving wishy-washy, varying estimates of when patient may be discharged.

Chief/attending teaches how to assess patient

Optimizing physical parameters

Asking patient and family what is meaningful to them

Patient consults with caregivers to decide where to transition

Intern/attending tells patient she/he is to be discharged soon

Patient & family presented with instructional info

Back and forth with rehab/nursing facilities

Once patient/family has selected a place, caregiver can take care of logistics

Dance between biomed & functional assessment

“Will patient be able to function

at home?”

Family may be directly involved in

finding a facility

Patient can access MyChart

(EMR)

Filtering and doing background

paperwork

D/c orders used to prep at rehab/nursing facility

Based on patient’s insurance and condition, caregivers will have gathered some possible locations to where patients can transition. The other option is going home.

Resident/intern and sometimes the attending will let the patient know that he/she is ready to leave. More accurate estimate of discharge time presented.

Usually the nurse provides d/c summary notes along with other information, such as medication instructions, to patient at this point.

Outpatient medical team may take over at this point. May reinforce medication or may provide instruction(s) contrary to what patient heard at Clinic.

Providing options Discharging Educating Continuing careExplaining/estimatingTeaching & assessing

Intern discussing d/c with case management or d/c planner.

Researching and contacting possible rehab or nursing facilities for patient to go to.

Researching

Case managers communicating with potential rehab or nursing facilities and determining feasibility and

Communicating

Physician is trying to optimize biomedical condition. May not have continuity of care (same doctor as before). “Technicians” and not “holistic healers” may see their work done at this point.

Assessing: biomedical

Nurses usually in charge of this. For worst cases, need a social worker or d/c planner.

Assessing: functional

Intern starts d/c summary (personalized narrative for what happened during patient’s stay).

Sent to attending for approval.

Summarizing d/c orders

Attending or intern at this point does not really know what has happened with patient. They have most likely moved on to other patients or may be in the middle of providing treatment/surgery.

Moving along

Caregivers should transmit information about patient to outpatient medical team.

Transmitting patient info

Possible home-care nurses or home teams may visit homes.

Visiting Nurse Association (VNA), independent organization may visit.

Arranging follow-up

Intern (or physician) is finalizing d/c orders. This is needed for nurses to do their job of instructing the patient. Rehab/nursing facilities need to have this to prepare in advance.

Finalizing d/c orders

Case managers will coordinate with rehab or nursing facility if patient requires a transition to another venue. This is

Coordinating

Choosing Planning Learning Leaving TransitioningAcceptingRecovering

Blueprint of discharge

©2011 Kipum Lee, personal collection

Strategy of CONNECTION

Design with an awareness of patterns; pick a problem worth

solving/resolving; begin with universal problems

Respect the method of going from particulars to universals; it is important to get your hands dirty

MANAGEMENTDESIGN

PARTICULARS UNIVERSALS

UNIVERSALS PARTICULARS

Strategy of SYSTEMATIZATIONWHOLES PARTS

Strategy of SYSTEMATIZATIONWHOLES PARTS

PARTS WHOLES

Move from product to the principle of the

organization (e.g. product to “innovation,”

product to “care,” etc)

DESIGN

Strategy of SYSTEMATIZATIONWHOLES PARTS

PARTS WHOLES

Move from product to the principle of the

organization (e.g. product to “innovation,”

product to “care,” etc)

DESIGN

Humanistic care

InventionDiscovery

Mechanistic care

University Hospitals - Ohio (Research & Innovation Center)

Duke University - Medical & Business School(Center for Entrepreneurship & Innovation)

Reagan UCLA

(Center for Health Quality & Innovation)

Mount Sinai Hospital

University of Michigan Health System(Medical Innovation Center)

New York - Presbyterian

Hospital of the University of Pennsylvania

Barnes - Jewish/Washington University

University of Washington Medical Center

Johns Hopkins Hospital(Center for Innovation in Quality Patient Care)

Mayo Clinic (SPARC)

Kaiser Permanente (Garfield Center)University of Pittsburgh Medical Center(Center for Quality Improvement & Innovation)

Massachusetts General Hospital(Stoeckle Center for Primary Care Innovation)

Arizona State University

(Herberger Institute)

Service innovationQuality & safety innovation

Technological/

device innovation

Biomedical

research innovation

Cleveland Clinic

Kinds of healthcare innovation

©2011 Kipum Lee, personal collection

Strategy of SYSTEMATIZATIONWHOLES PARTS

PARTS WHOLES

Move from product to the principle of the

organization (e.g. product to “innovation,”

product to “care,” etc)

DESIGN

Dignity blanket

��3DWLHQWV�ORVH�WKHLU�VHQVH�RI�GLJQLW\����ZKHQ�WKH\�FDQ·W�JR�WR�WKH�EDWKURRP����RQ�WKHLU�RZQ��FDQ·W�ZHDU�WKHLU�RZQ� clothes, and have to expose their body parts

��6RPH�GRFWRUV�SURYLGH�SUHIHUHQWLDO� treatment to people they know when they think patients and families are not looking

INSIGHTS FROM RESEARCHTHEMES

Recovering

Teaching & Assessing

Accepting

Explaining & Estimating

Choosing

ProvidingOptions

Transitioning

ContinuingCare

Planning

Discharging

Learning

Educating

Leaving

INTRODUCTION PROBLEM HYPOTHESIS & RESEARCH PRODUCT CONCLUSION

©2011 Kipum Lee, personal collection

Strategy of SYSTEMATIZATION

Move from principle (e.g. brand “pillars”) to expression of the whole in lived experiences in an organization

Move from product to the principle of the

organization (e.g. product to “innovation,”

product to “care,” etc)

MANAGEMENTDESIGN

WHOLES PARTS

PARTS WHOLES

SYSTEMATIZATIONWHOLES PARTS

PARTICULARS CONNECTION UNIVERSALS

VALUES INTERPRETATION FACTS

INNOVATION INVENTION TRADITION

THANKS!

kipumlee@gmail.com

http://placesofdesign.com

http://kipworks.com

twitter: @kipum