Design Thinking: A model for implementing change ideas and strategies at CHCs ClĂŠment Habiyakare, MPH, BScOT AOHC Annual Conference June 14, 2018
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Disclosure
Relationships to commercial interests: ● Grants/ Research Support: None ● Speakers Bureau/ Honoraria: None ● Consulting Fees: None ● Other: None 2
Learning Goals 1. How might you improve staff accountability? 2. How might you overcome a silo mentality? 3. How might you align your leadership team over a common vision and goals? 4. How might you improve the quality and speed of decision-making? 3
Typical annual or multi-year program funding cycle â–Ş There are two ways to design a program - it can be either design-driven or budget-driven.
Who are the most-inneed clients?
What is your client reference group?
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Design Thinking: a methodology
Design Thinking. Image courtesy IDEO 5
Good design starts with empathy for clients â–Ş Most experience surveys report what the client tells us, not which problems to solve, and how.
I was expecting something different
Do they think I’m stupid? SAYS
THINKS
Client Reference Group
Makes small decisions
DOES
FEELS
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Unsure who to trust
Good design anticipates staff resistance to change ▪ If staff resist joining a change process, it might be because they don’t get why it needs to happen, or what the change means to them.
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Good design reduces the productivity gaps â–Ş While staff adapt to technology relatively quickly, organizations and public policy move at a slower pace.
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Case study: Appointment-based services in the presence of walk-in clients â–Ş Despite the prevalence/significance of walk-ins, we know relatively little about how to plan and manage daily operations for both scheduled and walk-in clients.
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Design Solution 1: Staff accountability ▪ A design-driven CHC has to teach staff this way of design thinking, and makes sure that empathetic drive and ability to refer to who they’re designing for.
Source: Clifton Strengthsfinder ® Leadership Domains
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Design Solution 2: Silo Mentality â–Ş A design-driven CHC develops a growth strategy and sustainability plan based on new, emerging client profiles. Client 1
Program 1
Client 1
Program 2
Client 1
Program 3
Client Intake & Experience Survey: Language, Culture & Postal Code Manager, Strategy & Growth: Childcare, Food, Transportation Joint Action Plans: see next slide
Staff 1
Staff 2
Staff 3
Report 1
Report 2
Report 3 11
Design Solution 3: Leadership Alignment ▪ A design-driven CHC builds dynamic, ongoing leadership alignment around the client’s journey, needs and expectations. Reference Group: Francophone Africans
E.g. CANRISK
E.g. Diabetes Self-Management Program
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Design Solution 4: Decision-Making â–Ş A design-driven CHC is always thinking about its clients, empathising with clients, and trying to solve problems while keeping its clients in mind. Program Experience -
Program Touchpoints
Tasks* Emotion Outcome Brand
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Staff
Web Phone In Person* Community Third Party Home
Program Delivery -
Program Foundations
Staff* Programs Performance Process Info/Data
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Legislation & Policy IM/IT Space* Standards Partners
Manager
Adapted from BC Government. The Service Design Playbook (beta version one). 13
Program Mandate -
Director
Direction Commitments Values* Principles
Summary ▪ Design thinking is a methodology. It is not the silver bullet to all your design challenges nor innovation woes. ▪ Good design starts with empathy for your clients. ▪ Good design anticipates barriers and finds effective ways to deal with staff resistance to change.
▪ Good design reduces the organization’s productivity gaps.
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Questions?
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Contact Us
ClĂŠment Habiyakare, MPH, BScOT Director of Planning and Community Engagement chabiyakare@rssfe.on.ca Phone: 613 747-7431 poste 211 Toll Free : 1 877 528-7565 www.rssfe.on.ca