Service Design Project Process Journal with NHS24 by Ku Ga Eun

PROJECT PROCESS JOURNAL KU GA EUN MDes Design Innovation (Service Design) SEMESTER II / 2018

" To believe that humans are encrypted with creativity, means designers exist to decrypt their potential. " Ga aspires to be a craftswoman of future trajectories for human-centred design and aims to add new dimensions to user experiences through innovative methods. She also places great emphasis on visual communication of ideas, as a good designer can never be complete without storytelling skills. She believes that framing ideas with insights and weaving them into narratives provide a solid foundation to spark creative conversations.

Project Brief

Collaborator(s) National Healthcare Scotland (NHS24) Glasgow School of Art, Innovation School (GSA)

Theme NHS 24 - Alternative Now NHS24 aims to provide the most conducive telehealth and telecare services to the entire population of Scotland. Most of these services allow people to seek medical advice beyond consultation hours. By looking at their existent touchpoints, we were assigned to envision an expansion to its remit by exploring usersâ&#x20AC;&#x2122; behaviours and interactions with its currently implemented services.

Mentions

Core Staff

Special thanks to

Elio Caccavale

NHS24 frontline staff

Dr Brian Dixon Dr Iain Reid

Visiting Staff Dr Janet Kelly (GSA) Iain Aitchison (GSA) Marie Waterson (NHS24) Louise Bennie (NHS24) Murdoch Carberry (NHS24)

TOUCH POINTS TOUCHDesigned with Beatrix Oliveira Muchun Liu Shiying Hui Xiao Deng

First Impression From my past thesis research on the present healthcare system in Singapore, the nation has no existent 24-hour telehealth service, and only immediate or urgent conditions are considered by after-hours clinics, emergency public numbers such as the ambulance and fire brigade, and the Institute of Mental Health hotline. Hence it was intriguing for me to design for NHS24, which is perceived as an emergency contact that is somewhere between a General Practitioner and the emergency 999 call service. This is a new primary contact point which I have not been presented or have experience with, which lead me to look into the drivers of NHS24's existence.

Scotland has a population of 5.424 1 billion, that consists of both urban and rural areas which undeniably have disparities with regards to the accessibility of healthcare centres and expertise of medical professionals. The NHS24 provides a singular, 1 universal mode of telehealth service that all of the Scotish nationals and residents get access to before they are dispatched according to their conditions by the 14 territorial boards.2

Thus, NHS24 does not only act as a facilitator in Scotlandâ&#x20AC;&#x2122;s healthcare system, it also acts as a coordinator to different stakeholders involved in this system. In addition, Scotland has a long history of providing free-of-charge health care. The majority of NHS Scotland (National Health Service) provision is paid for through taxation. Private care is paid for, usually, through a private healthcare insurance scheme or individuals.3

Hence, as much as it is an inclusive health-care system, our design has to consider what, why and how customers expect, utilise and desire from the service to make it completely useful for the many people.

Singapore funds only about one-fourth of its total health costs. Individuals and their employers pay for the rest. In fact, the latest figures show that Singapore’s government spends only USD$381 per capita on health.4 This means that individuals in the state are required to take responsibility for their own health. In the context of KK Womens’ and Childrens’ Hospital (my previous thesis collaborator), a large portion of doctors work directly for the state, and patients are able to use their Medisave accounts (governmentally-run medical scheme) for approriate level of healthcare they wish to utilise.

By looking at a healthcare system that centralises on "liberalisation of healthcare" in Scotland, this means that the entitlement to free healthcare in Scotland follows a great communal responsibility by the Scottish nationals and residents as almost anyone is given access to this comprehensive healthcare service.

1 www.nrscotland.gov.uk 2 http://www.scot.nhs.uk/organisations/ 3 https://www.scotland.org/live-in-scotland/healthcare 4 https://www.vox.com/policy-and-politics/2017/4/25/15356118/singapore-health-care-system-explained

NHS24 is pre-dominantly a healthcare information provider.

Looking into the network of services provided by NHS24, it is inferred that NHS24 commits most of its services to the people as a form of a many "helping hand" through its provision of self-help guides, and has even affirmed its 2020 goal towards " making better use of health and care information through digital means." for the people.5

With this establishment of technological services and future envisioning, it is also of crucial importance to probe into current users' interactions and responses to study how these touchpoints are developed and improved to promote both individual and communal responsibility.

5 Our Strategy 2017-2022 : https://www.nhs24.scot/~/ media/nhs24v2/plans/strategy-2017-2022.pdf

Looking at a national scale in the context of NHS24, these touchpoints are not merely centres of activity, but these activities change as new services are introduced, and thus a dynamic cycle occurs as new user behaviours emerge and population shifts over time. However, new touchpoints may produce new problems, and new services do not mean they are fully utilised by the people to enhance their responsibility towards healthcare. From my understandings of NHS24, I hypothesise the digitalisation of NHS24 as a purely modernised version of its services, and I percieve them as conventional strategies that make up a national plan, but not as a framework of services that are developed through real users' actions.

Therefore,

I wish to confront this "digitisation of services", and instead, hope to retain the authenticity of humane interaction through design that provides both cognitive and emotional empathy to users.

In theoretical definition, a touchpoint is defined as a point of interaction between a service(business) and its customers.

However, it is also a point of service that creates and shapes behaviours of users from the interaction between users and NHS24 services, or(and) vice versa.

2002- 111 Hotline There was no personal guidance

outside the four walls of the clinics or the hospitals.

Digitisation of services i.e. NHS inform Users uses the internet (search engines like google) to self-diagnose themselves, so NHS24 provides digital platforms with more credible and reliable advice.

Present ( 2018- ) Information is brought to users in context, but it is not tailored to suit all

needs, leading to difficult and discouraging interactions. For example, a less tech-savy person may not be able to use the digital platforms properly, hence he or she may have no choice but to use the 111 hotline for advice.

With usable interfaces and digital platforms, added-on values are introduced to augment usersâ&#x20AC;&#x2122; experiences. However are they really designed to be fully useful for the many users?

However, this does not mean digital technology will be absent from the proposed design. It is very important to integrate digital technology which has its fundamental usefulness with regards to the present common devices like the mobile and the internet, but it has to be noted that no matter how advanced digitisation can be, it can surely precede, but can neither replicate nor replace the beauty of dialogue and the intimacy of human connection. In order to create solutions that will fit naturally with the NHS24 "digitisation of services" and integrate easily into users' lives, we start with understanding the users' perceptions and expectations towards these services. In addition, emotions play a huge influence on users' behaviours and decision-making process, particularly with regards to tolerance levels associated with health issues such as emotional stress and physical pain that makes their conditions subjective rather than objective.

By engaging with both desktop research 6 such as stories from Care Opinions Portal and academic papers from British Journal 7 of General Practice, as well as primary research such as public surveys & questionnaires and personal interviews, not only are we able to produce a user's journey map, we also create opportunities to reflect on the utility of NHS24 services (do people actually bother to follow the given information?) and the accessibility of NHS24 services (do people know how to navigate to these digital mediums or platforms?).

6 https://www.careopinion.org.uk/ 7 Examining the role of Scotland's telephone advice service (NHS 24) for managing health in the community: analysis of routinely collected NHS 24 data by Alison M Elliott, Anne McAteer, David Heaney, Lewis D Ritchie, Philip C Hannaford http://bmjopen.bmj.com/content/bmjopen/5/8/e007293.full.pdf

â&#x20AC;&#x153; I know and use the 111 hotline often because my GP says it is the most common way to get advice when he is not available.â&#x20AC;? - User of 111 From public questionnaire

Questionnaire done on Feb 13 2018, from 4 P.M. to 5 P.M., in Sauchiehall Street, Glasgow Central. We were able to get 19 answers.

The group took a holistic approach and engaged with individuals that range from all walks of life. This guided the group to look at how NHS24 services are accessed and utilised by different demographics of Scotland. It is evident that from the questionnaires, both the young and the old are aware of the 111 service, while the digital services come as secondary options. This reaffirms my statement that human interaction is always a fundamental part of a service (product) development, and despite digitisation being of primary importance, but human-dominated services will always remain.

YES

Have you heard of them before?

Have you used them?

How do you rate your NHS 24 experience?

Consolidated answers from Questionnaire done on Feb 13, 2018 from 4P.M to 5P.M

Fig.1

Interviews done on Feb 10 2018 in Haldane Building, 30 Hill St, GSA

NEGATIVE EXPERIENCE

POSITIVE EXPERIENCE Attitude of Call Handlers

HUMAN FACTORS

Attitude of Communication Nurses/Doctors

Empathy towards users

Quality of Communication advice given

Communication

NON-HUMAN FACTORS

Duration taken during service

Providing assurance

100 Stories from Care Opinion Portal dated from 2015-2018

Fig.2

90% of the participants mentioned “TIME” as the main unsatisfactory factor

Surveys done on Feb 16 2018. in Sauchiehall Street, Glasgow Central.

Not everyone has gone through the 111 experience, however,

RELIABILITY INTIMACY STRESS-FREE are the most reptitive keywords that users desire from the 111 service.

A messy yet strategic process towards curating the user journey map.

Developed User Journey of NHS24 111

DISCOVER

Fig.3 Targeted frustruation period Targeted indifferent period

Personal

service recipients

service givers

Patients Carers Relatives to Patients Call Handlers Nurses Counsellors Therapists GP Doctors Paramedics and Ambulance Service Directors and Executive Boards

Stakeholder Map

Business

Organisational

Governmental

Pharmacies Newmedica Spa Medica Scotrail First Bus ... Charities Support Groups Health Boards SAMH Choose Life Samaritans Scotland Scottish Recovery Network See Me Public Partnership Forum Brittish Sign Language ... Scottish Government Local Authorities Local Councils NHS NHS Scotland Recruitment

The NHS24 111 hotline is the most commonly used and well-known telecommunication service in Scotland. Thus, we looked into its current system and from Fig.3, it depicts that frustrations are mainly focused on the 1. quality and duration on triage, 2. on the long waiting times, 3. no visualisation of their waiting progress & process, and 4. on the standardised scripted behaviour that the service provider follows that does not seem to deliver intimacy that users desire.

Fig.1 has provided the initiation phase of discovering usersâ&#x20AC;&#x2122; overall experience of the NHS24 111 service (feeling of indifference or negativity). Subsequently, Fig.2 relays statistics that this negative experience comes from non-human factors such as lack of information (the data of waiting hours) and communication (the conveyance of waiting progress) during the absence of interaction depicted in the developed user journey map.

However,

by probing into service recipients of the NHS24 services, their frustration points are identified, but the understanding of ethnographic research has to be substantiated by how different internal stakeholders co-exist and co-depend on one another for the services to function. This is particularly crucial as the negative emotions come from the technicality of 111, and not from the professionalism of the frontline staff.

NHS24 Site Visit The most humane interaction that one encounters in the NHS24 service system is the 111 hotline. It is driven by a system of front-end and back-end human actions that take place throughout a user's 111 call, with a technological assistive algorithm system that prioritises incoming conditions at the same time.

To understand the source of frustration of the users, we engaged with the frontline staff employed in one of the main NHS24 centres situated at Clydebank Golden Jubilee National Hospital and were fortunate to meet friendly call providers and head nurses who were able to make time for our interviews.

The known challenge of 111 service, due to its nature of being a network of contact centres, is the need to attend to a high number of calls (100-200calls per hour) efficiently. This makes it difficult the service provider to understand users' condition from the short-term and temporary interactions.

Another agenda of our visit is to understand how the call providers handle with common and minor conditions, and how they are being diverted through the provision of information and advice about appropriate self-care, and prioritise urgent and major conditions.

â&#x20AC;&#x153; There was a case which an elderly man called for his friend and I spent such a long time solving that situation... and because there was lack of information & communication from both sides.. our side percieved it as urgent but in the end it was not due to a critical condition, but the friend had her voicebox removed and she could not talk on the phone.â&#x20AC;? - Call Provider of 111 Experience of 6 years

Interview done on Feb 30 2018, from 2 P.M. to 4 P.M., Quote taken from conversation with regards to the lack of usersĘź up-to-date medical records provided to the frontline staff.

Interview done on Feb 30 2018, from 2 P.M. to 4 P.M., Quote taken from conversation with regards to the the training of NHS24 staff and the commitment & responsibility towards users and their conditions that they are in charge of.

â&#x20AC;&#x153; The training for NHS24 staff changes every 3 to 5 years. As the system changes, we the call providers have a bigger amount of responsibility to objectively access the incoming situations and develop quick judgements to provide accurate advice and appropriate assurance.â&#x20AC;?

- Call Provider of 111 Experience of 9 years

â&#x20AC;&#x153;Because the internet is so accessible and convenient, users prefer to use search engines instead. It is not an intuitive gesture for them to utilise the NHS24 self-help digital platforms when they are so used to GOOGLING.â&#x20AC;?

- Head Nurse of 111 Experience of 13 years

Interview done on Feb 30 2018, from 2 P.M. to 4 P.M., Quote taken from conversation with regards to the level of usersĘź engagement with current NHS24 digital services.

Knowledge Mapping on NHS24 before and after site visit.

Developed Blueprint of NHS24 111

DISCOVER

Fig.4 Targeted frustruation period Targeted indifferent period

Insights of 111 Service and Evaluation of Current (Digital) Services of NHS24 Taking into consideration of the frustration points and its sources from the developed user journey and blueprint map, four main insights have been developed and evaluated.

The first insight is that 111 is the primary and sometimes perceived as the only option for most people, especially the less aware, when their GP is closed. The second is that people have high expectations on 111 and do not try to help themselves first, resulting in a big percentage of calls regarding minor conditions that may be unnecessary. This is also evident from one of the academic findings which states that the commonest 50 problems accounted for 97.7% of all calls. 8 The third is that the frontline staff has lack of access to updated medical records of the users, which results in misleading or mistranslated information that clouds judgement and affects the prioritisation process. The final insight is that the phase of most dissatisfaction felt by users comes from the absence of interaction during the 111 call, especially at the stage where users have to wait for the follow-up service.

The nature of these insights are user-centric, but they are seen as insufficient to come up with real solutions.

These curated insights do help to produce design opportunities, but to guide,measure and monitor the success of these design opportunities require the organization and examination of current implementations. One of the readings that came across as intriguing is the â&#x20AC;&#x153;Design of Everyday Thingsâ&#x20AC;? 9 by Donald A. Norman, and the operative terms he has stated in this book will be used to evaluate the existent services of NHS24.

8 Examining the role of Scotland's telephone advice service (NHS 24) for managing health in the community: analysis of routinely collected NHS 24 data by Alison M Elliott, Anne McAteer, David Heaney, Lewis D Ritchie, Philip C Hannaford http://bmjopen.bmj.com/content/bmjopen/5/8/e007293.full.pdf 9 10

The Design of Everyday Things, Revised and Expanded Edition, by Donald A. Norman

In Chapter Four of “Knowing What To Do : Constraints, Discoverability and Feedback”, Norman talks about constraints that force the desired behaviour. 10 In the context of NHS24, the digitisation of services like its current platforms, with the exception of 111, can be perceived as services that are restrictive with regards to its affordance towards the less tech-savy demographic of Scotland, or its frequency in terms of reaching out to the overall Scotland demographic. These may be likely the reasons to a relatively lower appreciation and usage of information of NHS24 digital services as compared to GOOGLE.

The quote emphasises on the contrasting strengths that humans and machines have, and because humans are versatile, flexible and emotional, the reason why people still rely on 111 rather than other NHS24 (digital) services is because there is a collaborative balance present in the 111 service system (Fig.4) as compared to technology-dominant platforms, as the only technology the frontline staff rely on is the computer algorithms to make triage decisions. Hence, how can we re-design 111 as a service that meets diverse needs yet realistic expectations by

“ Difficulties arise when we do not think of people and machines as collaborative systems... we fail to take advantage of human strengths and capabilities... “ Donald A. Norman In “ Design Principles for Dealing with Error.”

using technology as an assistive tool while retaining the authenticity of human connection and experiences?

Branded Interactions & Development of a Touchpoint to a Trustpoint Principles of NHS24 : Quality & Teamwork Openness,honesty & responsibility Care & Compassion Dignity & Respect

NHS24 PRINCIPLES

Touchpoint

Fig.5 As we take into account of human capabilities augmented by digital tools, a touchpoint is then considered to be a fusion of both human and digital interaction. Regardless of what kind of interaction the user is engaged with at that specific touchpoint, such interactions are seen as branded interactions, which means these interactions are guided by the vision of a particular brand.

In the context of NHS24, the touchpoints are driven by the four main principles stated in Fig.5. Through the group's insights, we came up with four keywords that are aligned with the NHS24 principles, which are mentioned in Figure. 6. The four keywords (Efficiency, Traceability, Intimacy and Transparency) are the foundations to develop usersâ&#x20AC;&#x2122; trust in both the 111 service and NHS24 digital platforms, as the level of trust is the degree of belief and certainty that users have with regards to the benefits that they acquire and their expectations that have been met from engaging with these services.

A “trustpoint” is developed as users feel secured, become more willing to rely on the 111 service, and be certain of both emotional and technical expertise as they subconsciously evaluate their expectations with the service delivered by 111.

Transparency For users, they expect the accuracy of their waiting hours and progress. For the call providers, they need essential information with regards to the users’ medical records for optimal assessment.

Intimacy The need to feel a sense of assurance is innate and the desire to be taken care of is essential, especially when most calls are enquiries with regards to a decline in health condition.

REPETITIVE PROGRESS

Traceability and Efficiency Users require guidance in being directed to current digital alternatives to the 111 service such that calls on minor conditions are diverted and not re-occurred, while more urgent conditions are prioritised and attended to.

In NHS24, a touchpoint (point of interaction) is built around its five main principles that are delivered to the users.

Users’ needs to build trust (derived from Insights) : Efficiency Traceability

Intimacy Transparency

Fig.6

Case Study Analysis & Design Ideation

Case Study 2

Case Study 1 NIKE+ ECOSYSTEM

YELLO STROM METER

Nike+ is a training system for its users which consists of multiple products like Nike running shoes, various fitness apps and an iTunes account. This example demonstrates that digital products and services are able to connect and interact using data that is uploaded into the Nike+ ecosystem.

Yello Strom meter, designed by IDEO Germany, makes the electricity supplied to the user visibly yellow, in the form of a meter box that stands out from the other typical electricity meters. The user is able to track his or her electricity consumption through a digital platform.

As it provides accessible and up-to-date information to users through its eco-system, this encourages users to engage in new and more interactions with not only Nikeâ&#x20AC;&#x2122;s physical artefacts but also with their digital services

This example shows how a routine lifestyle of users is augmented just through visual communication, as the boldness of the tracking process exemplifies the transparency and traceability of the process.

11 www.nikeplus.com 12 http://www.yellostrom.de/

These case studies become inspirations which complement the need to improvise on the existent NHS24 digital service line by providing prompts for users to access and interact with their data that is traceable and transparent. Both case studies also display a level of intimacy between the product/service and the user as data becomes more personal. On the other hand, the organizations become more efficient as they are able to leverage on this data to create more meaningful and relevant interactions with the users.

Therefore, the ideation approach is tied with the concept of technology as an assistive tool and human engagement as the dominant factor to build trust on users’ interaction with the NHS24 services.

In the context of NHS24, the organization of NHS strives to pioneer in adopting cutting-edge technology to deliver a timely and accurate digital triage service, as seen in its newest implementation of “AI Triage Bot” in England.13 However, to design for Alternative Now that meets real human needs, rationality follows trust as according to Shneiderman, rational reflection leads to the rejection of an ability to trust technological artefacts.14

However, this is not a deterrent to the group coming up with a large pool of possible solutions that we can examine and select from.

13 Babylon Health to power NHS 111 with ‘AI triage’ bot, www.digitalhealth.net 14 Designing trust into online experiences. Communications of the ACM Volume 43, Number 12, Pages 57-59, by Shneiderman, B.

Ideation Development No detail is trivial, and the group considered every step of the userâ&#x20AC;&#x2122;s experience in the 111. This means that before the user calls, the service needs to be relevant to the reasons for his or her call. Besides the building of trust in the NHS24 services through the 111 hotline, questions were probed to analyse the relevance of the design proposition: What is the first impression that the user gains? What are the two-way interactions both the user and call provider take? How does our design proposition take into account of userâ&#x20AC;&#x2122;s expectations? What is the result of these interactions besides the building of trust in the NHS24 services through 111? When is the design proposition introduced during the stages of a userâ&#x20AC;&#x2122;s journey? Through the combination of NHS24 principles, the guiding keywords, and a series of affirmation through questions, the group came up with the final design proposition.

Design Proposition

THE NHS24 DIGITAL LOGBOOK

For our final design proposition, the main focus is the Personal Logbook, which helps to keep record of usersâ&#x20AC;&#x2122; medical information, such as previous calls to 111, temporary diseases and/or chronic conditions, as well as past treatments and medication consumption. On one side, it allows users to keep their medical records accessible and personal at all times and are prompted to permit 111 call providers or close (family) members to gain access to their relevant details when appropriate diagnosis and assessments are required.

The four foundations to build trust :

Efficiency Traceability

Intimacy Transparency

Design Subsidaries

SEASONAL NEWSLETTER The NHS24 newsletter is delivered to residents and it aims to educate people on not only instilling second thoughts on calling 111 but also on self management guidelines which is in line with NHS24 goal 2020. So when users fall sick, they are able to self-remind on the self-help guides provided by the newsletter and think twice before calling the 111 hotline.

HEALTH & QUEUE TRACKER When users call 111 for clarification on their health condition, they receive a free-of-charge SMS that provides them with the waiting time hours and the waiting progress. During waiting, users chat to the AI about their condition. How this AI works is that it runs through the digital logbook & sieves out keywords that help diagnose the current state of health.

Thus from this information, it gives choices for users. They can opt to proceed with the self-help guide by the SMS chatbot and cancel the queue rather than waiting long hours. Also, it helps to streamline the hierarchy of conditions, such as diverting minor conditions to the SMS service while call providers are able to attend to more urgent and major users.

BEFORE BEFORE 111 111

EDNI EG AI G GC AE G E SDN C SO VO ER VER

EvenEven before before LouisLouis OngOng falls falls sick,sick, he he encounters encounters the NHS24 the NHS24 newsletter newsletter that that is sent is sent to his to residence his residence and and is is ableable to self-remind to self-remind on the on self-help the self-help guides guides provided provided by the by magazine the magazine and and thinkthink twicetwice before before calling calling the the 111111 hotline. hotline.

User User Scenario Scenario The The scenario scenario illustrates illustrates the the journey journey of Louis of Louis Ong, Ong, whowho like like many many others others residing residing in Scotland, in Scotland, has has a national a national insurance insurance number. number. On On the other the other hand, hand, the Scottish the Scottish Nationals Nationals will will be identified be identified through through theirtheir NHSNHS number. number.

E NE TNE TR E R

LouisLouis realises his muscles are realises his muscles and and goesgoes to the to nearest the nearest pharmacy and and gets gets a pain reli pharmacy a pain Upon the counter, LouisLouis can ca o Upon the counter, to print out his to print out medication his medication purchase for safekeeping. This purchase for safekeeping. medication purchase is then medication purchase is th logged into into his digital logbook logged his digital log through his NI through hisnumber. NI number.

AfterAfter a few days, Louis' muscl a few days, Louis' m are still and and he starts are aching, still aching, he stat havehave a headache. Hence, he c a headache. Hence, 111111 for clarification. for clarification.

esore

ief. opt

les to scalls

DURING DURING 111 111

E NEGNAGGAEG E

he gets the triage done, AfterAfter he gets the triage done, he he receives a free-of-charge receives a free-of-charge SMSSMS helps to track that that helps him him to track his his waiting progress waiting progress and and offeroffer him him appropriate measures during appropriate measures during his wait. chatbot his wait. The The chatbot alsoalso recommends digital self-help recommends digital self-help services powered by NHS24 services powered by NHS24 on on self-treating his muscle ache. self-treating his muscle ache. By providing up-to-date By providing up-to-date information on waiting his waiting information on his progress, this provides progress, this provides LouisLouis a sense of relation with with a sense of relation that that his his condition is as notserious as serious as he condition is not as he expected. has has expected. If Louis better If Louis feelsfeels better fromfrom his his self-treatment, he can opt out self-treatment, he can opt out the queue provide fromfrom the queue and and provide space for incoming conditions space for incoming conditions be major or more that that maymay be major or more urgent. urgent.

AFTER AFTER 111

I N I TNE TR EARCATC T

As Louis converses the call As Louis converses with with the call provider, his data is visible provider, his data is visible and and transparent to frontline the frontline transparent to the staffstaff which makes the process of his which makes the process of his diagnosis much efficient diagnosis much efficient and and accurate. accurate.

L EL

R 111

L E A V E

M A I N T A I N

Besides the call process, the design proposition also takes into consideration of the continuity of care by NHS24. After a series of appointments and calls, these records appear in the digital logbook that makes information reliable and accessible for both the call provider and Louis, they include upcoming appointments and his past actions on his healthcare.

As Louis, like many others, continues this process of using the digitalised NHS24 alternatives through the logbook, this repetition becomes a habit for users as they begin to trust in the NHS24 system and follow the advice given by these alternatives. In the future, they will become more pro-active and responsible with their healthcare via their data in the digital logbook.

“It’s not about talking to consumers, you have to talk with and trust your consumers. It’s about dialogue and sharing and conversation; it cannot be one-way traffic” Brian Gillespie in Branded Interactions

From this design research and proposition, we aim to improve the current service by creating meaningful interactions where they don’t currently exist, that will hopefully create satisfactory, reliable and transparent experiences for patients and ease unnecessary work for call providers.

DISCOVER