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BORATIVE CULTURE IN D COLLABORATIVE CULTURE IN DESIGN ORGANIZATIONS Professor Tom Hardy  | Spring 2019 Alan Liu, Brittany Merkle, Chaitanya Ahuja, Laura Rubio, Maria Asuncion Zapata Miaolin Sheng, Neha Shah, Tim Kusnierek, Warren Rou

Savannah College of Art and Design


DMGT 750: COLLABORATIVE CULTURE IN DESIGN ORGANIZATIONS SPRING 2019 PROCESS BOOK


TABLE OF CONTENTS TABLE OF CONTENTS

1. Who we are 2. Design management 3. Class description 4. HMW question 5. Research timeline 6. Contextual research process 7. Secondary research - Competitors - Structure of the healthcare hierarchy - Definitions & relationships

8. Secondary research insights 9. Primary research - Subject matter expert - Cone health introduction - Hospitals - Interviews - Interviewees - Understanding the organization - Observation

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10. Comparing definitions 11. Data analysis - Yellow phase - Blue phase - Pink phase - Green phase

12. Initial insights 13. Deliverables 14. 4 C’s framework 15. Opportunities in the system 16. Opportunity map 17. What is an archetype 18. Cone health archetypes 19. Archetype cards 20. Archetype exercise 21. Scenario creation 22. Gaps in the system 23. Conclusions 24. References 25. Appendix


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ALAN LIU

BRITTANY MERKLE

CHAITANYA AHUJA

LAURA RUBIO

MARIA ASUNCION ZAPATA

Design Management Taiwan AKA Asparagus

Service Design USA AKA Lemon

Design Management India AKA Broc

Design Management Colombia AKA Squash

Design Management Bolivia AKA S.Potato

MIAOLIN SHENG

NEHA SHAH

TIM KUSNIEREK

WARREN ROU

PROF. TOM HARDY

Design Management China AKA Tomato

Design Management India AKA EggP.

Design Management USA AKA Pickle

Design Management Korea AKA P. Mushroom

Design Management USA AKA B. Pepper

Savannah College of Art and Design


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Alan Liu

hS aheN

oibuR aruaL

gnehS niloaiM

ALAN LIU Design Management Alan Liu Taiwan AKA Asparagus

Alan Liu

Asuncion Zapata

MIAOLIN SHENG

ajuhA aynatAlan iahCLiu

elkreAsuncion M ynattirZapata B atapBrittany aZ noicnMerkle usA

BRITTANY MERKLE Service Design Merkle Asuncion Zapata Brittany

Brittany Merkle Design Management Chaitanya Ahuja

Asuncion Zapata

USA AKA Lemon

NEHA SHAH

Miaolin Sheng Laura Rubio Design Management

Brittany Merkle

Chaitanya Ahuja

uiL nalA Ahuja Chaitanya

Miaolin Sheng

CHAITANYA AHUJA Design Management Miaolin Sheng Chaitanya Ahuja India AKA Broc

TIM KUSNIEREK

Miaolin Sheng

Neha Shah Design Management Tim Kusnierek

Laura Rubio

Laura Rubio

Neha Shah

Colombia AKA Squash

Asuncion Zapata Brittany Merkle MiaolinRubio Sheng Laura Rubio Neha Shah Tim Kusnierek Hardy Warren Rou Chaitanya AlanRubio Liu Asuncion Zapata Brittany Merkle Miaolin Sheng Laura Rubio Warren Neha Shah Chaitanya Ahuja rkle Miaolin Miaolin Sheng ShengAhuja Laura Laura Neha Shah Neha Shah Tim Kusnierek Tim Kusnierek Tom Hardy Tom Tom Hardy Warren Rou Korea Rou Chaitanya Chaitanya Ahuja Ahuja China India USA AKA Tomato

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AKA EggP.

AKA Pickle

AKA P. Mushroom

Warren Rou

ASUNCION ZAPATA Design Management Tim Kusnierek Tom Hardy

WARREN ROU Warren Rou Design Management

Tom Hardy

Asuncion Zapata Brittany Merkle Chaitanya Ahuja Neha Shah Alan LiuTim Kusnierek Tom Hardy Warren Rou

LAURA RUBIO Design ManagementNeha Shah Laura Rubio

Tom Hardy

Tim Kusnierek

Bolivia AKA S.Potato

PROF. TOM HARDY Tim Kusnierek

Design Management TomUSA Hardy AKA B. Pepper

Warren Rou

Warren Rou

M


SIGN MANAGEMENT DESIGN MANAGEMENT “Design management encompasses the ongoing processes, business decisions, and strategies that enable innovation and create effectivelydesigned products, services, communications, environments, and brands that enhance our quality of life and provide organizational success.
 On a deeper level, design management seeks to link design, innovation, technology, management and customers to provide competitive advantage across the triple bottom line: economic, social/cultural, and environmental factors. It is the art and science of empowering design to enhance collaboration and synergy between "design” and "business” to improve design effectiveness.” (Design Management Institute, n.d.)

“Simply put, design management is the business side of design.”

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HE CLASS THE CLASS:

ABOUT: This class provided an opportunities to learn and apply organizational and design management theory directly to the management of design organizations in the healthcare industry.

GOALS: • Develop an understanding of collaboration based on experiential learning. • Learn to articulate the meaning of collaboration through written and spoken word. • Practice the skills required to promote collaboration in a variety of organizational and inter-organizational venues

Alan Liu Alan Liu

Asuncion Zapata

Brittany Merkle

Chaitanya Ahuja

Miaolin Sheng

Laura Rubio Alan Liu

Asuncion Zapata NehaZapata Shah Asuncion

Brittany Merkle

Tim Kusnierek Brittany Merkle

Tom Hardy Chaitanya Ahuja

Chaitanya Ahuja Warren Rou Miaolin Sheng

Miaolin Sheng Laura Rubio

Laura Rubio Neha Shah

uoR nerraW

Miaolin Sheng

Laura Rubio

Neha Shah

Tim Kusnierek

Tom Hardy

Neha Shah

Tim Kusnierek ydraH moT

LEARNING OUTCOMES: • Confidently lead design teams. • Evaluate different methodologies for viewing design organizations and formulate models that facilitate and examine group behaviors and processes. • Evaluate personal leadership styles and temperaments. • Explain and visually model the value of relationship management in design and innovation.

Tim Kusnierek

Tom Hardy

kereinsuK miT

Tom Hardy

Warren Rou

Warren Rou

hahS aheN

oibuR aruaL

gnehS niloaiM

ajuhA aynatiahC

elkreM ynattirB

atapaZ noicnusA

uiL nalA

Alan Liu

Warren Rou

Alan Liu

Asuncion Zapata

Brittany Merkle

Chaitanya Ahuja

Miaolin Sheng

Laura Rubio

Neha Shah

Tim Kusnierek

Tom Hardy

Asuncion Zapata

Brittany Merkle

Chaitanya Ahuja

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Asuncion Zapata

Brittany Merkle

Chaitanya Ahuja

Miaolin Sheng

Laura Rubio

Neha Shah

Tim Kusnierek

Tom Hardy

Warren Rou

Laura

Warren Rou

Alan Liu

Alan Liu

Miaolin Sheng

Asuncion Zapata

Brittany Merkle

Chaitanya


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How might we develop an effective collaborative culture of innovation within healthcare organizations?

COLLABORATIVE 
 CULTURE

INNOVATION INNOVATION

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HEALTHCARE HEALTHCARE ORGANIZATIONS ORGANIZATIONS


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FINITIONS DEFINITIONS:

Collaboration: Westley and Vredenburg use Gray’s (1989, p. 5) definition of collaboration as “a joint decision making process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible.”

Collaborative Culture: Edward M. Marshall (1995) defines collaborative culture as “Asset of core values that shapes the behaviors and conduct of the business.”

COLLABORATIVE 
 CULTURE

Innovation: Innovation, at the level of an individual firm, might be defined as the application of ideas that are new to the firm, weather the new ideas are embodied in products, processes, services, or in work organization, management or marketing systems The Department of Industry Science and Tourism (DIST) 1996 p.2

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INNOVATION

HEALTHCARE ORGANIZATIONS

Healthcare Organization: A health system, also sometimes referred to as health care system or healthcare organization, is the organization of people, institutions, and resources that deliver health care services to meet the health needs of target populations. Advanced Practices in Nursing Open Access. (n.d.).


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SEARCH TIMELINE RESEARCH TIMELINE TIMELINE

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S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S S M T W T F S

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S M T W T F S

Kick-Off Interview call with Rv

PHASE 1 DISCOVERY

Initial Desk Research Planning Feild Research First Feild Trip Data Analysis (Affinitizing)

PHASE 2 ANALYSIS

Plan Mid-Term Presentation Mid-Term Presentation

PHASE 3 SYNTHESIS

Data Visualization (Venn Diagrmas) Current vs future state

Insight Mapping Guiding Primciples Plan presentation Final Presentation

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EXTUAL RESEARCH PRO CONTEXTUAL RESEARCH PROCESS Research in the design profession has many methods and outputs. We used the contextual research process for this project. Contextual design is a user-centered design process developed by Hugh Beyer and Karen Holtzblatt.

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UNDERSTAND

ANALYSIS

SYNTHESIS

TELL THE STORY

Understanding the problem at hand. Conducting secondary and primary research to get a holistic idea of the current situation.

Data point from both secondary and primary research are combined and analyzed through the process of affinity diagraming.

The information was analysis and organization in a framework to show opportunity areas.

The information is then shared as a story to help everyone understand the data better

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SECONDARY RESEARCH SECONDARY RESEARCH

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COMPETITORS COMPETITORS

In competitor research, we found there is a changing healthcare landscape with the permeation of ‘innovation.’ There are hundreds of other startup-type innovation labs or hubs in health systems across the U.S. An example just 1.5 hours away from Cone is Atrium Health. Their innovation lab is currently led by Dr. Jean Wright, who holds an extensive clinical background and a passion for transformation. Their innovation ‘sherpas’ guide frontline, support staff and leadership through design thinking sessions. We researched different clinical and non-clinical hierarchies, finding the element of hierarchy in healthcare as a crucial topic. The effects of hierarchy can be detrimental to internal culture and builds constraints to open sharing of ideas. Ultimately, innovation is diffusing across the healthcare landscape via collaboration. Cone Health has an advantage by already being on the forefront of this movement.

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EALTHCARE HIERARCHY STRUCTURE OF THE HEALTHCARE HIERARCHY

The approach offers us a pragmatic way to connect hierarchical decision making with agile participatory decision making creating the possibility to satisfy the needs of both. This collaborative decision making may then be expanded to all levels of the hierarchy, providing a smooth path to a more participatory organization. The sociocratic approach offers interesting ways to combine collaborative and iterative decision making on policies with a clear hierarchy and empowerment of employees (also management) authorized to autonomously execute these policies. Steps:

The picture above explains the concept of the double link. Each circle represents leadership with a chosen representative to the circle meeting at the next higher level.

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1.Distinguish between policy and execution 2.Policies are decided upon in a participatory way to ensure alignment and the quality of the policy. 3.Make use of the principle of governing consent for the participatory decision making on policies. 4.My using the consent principle for participatory decision making on policies and delegating their execution to team members we are able to distribute decision making mandates to each other.


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CONDARY SECONDARY RESEARCH

Collaboration: Westley and Vredenburg use Gray’s (1989, p. 5) definition of collaboration as “a joint decision making process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible.”

Everyone seems to agree that collaboration across functions is critical for major projects and initiatives. Ashkenas, R. (2015, April 20).

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CONDARY SECONDARY RESEARCH

Three mindsets of product development

Design Thinking is how we explore and solve problems; Lean is our framework for testing our beliefs and learning our way to the right outcomes; and Agile is how we adapt to changing conditions with software. Strachan, J. (2018, May 28).

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CONDARY SECONDARY RESEARCH

Lean: Lean offers a different mindset for managing any system of work. It’s fundamentally about exploring uncertainty, making decisions by experimenting and learning, and empowering people who are closest to the work to decide how best to achieve desired outcomes. Lean says be adaptive, not predictive. Schneider, J., Schneider, J., & Jonny. (2017, September 18)

“Be stubborn on the vision, but flexible on the details.” - Jeff Bezos

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Schneider, J., Schneider, J., & Jonny. (2017, September 18)

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CONDARY SECONDARY RESEARCH

Design thinking: As an approach to problem solving, Design Thinking necessitates that we seek to understand our end users – those individuals for whom we are designing a strategy. Design Thinking for Organization Design. (2019, April 17)

Design Thinking can be thought of as the facilitator of both Agile and Lean methodologies. It allows those who are not trained as designers to use creative processes to solve problems by giving them the opportunity to use specific creative tools that have the principles of an DT approach embedded within them. Strachan, J. (2018, May 28).

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CONDARY SECONDARY RESEARCH

Strategic Doing: Strategic Doing offers a fresh approach to strategic thinking and planning, and is ideally suited for individuals interested in leading and accelerating effective collaborations across organizational and political boundaries Strategic Doing is a discipline for developing and implementing agile strategy and was specifically designed for individuals and organizations that work in open, loosely connected networks requiring collaboration to accomplish an objective, challenge or shared vision.

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CONDARY SECONDARY RESEARCH

Innovation: Innovation, at the level of an individual firm, might be defined as the application of ideas that are new to the firm, whether the new ideas are embodied in products, processes, services, or in work organization, management or marketing systems The Department of Industry Science and Tourism (DIST) 1996 p.2

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CONDARY INSIGHTS SECONDARY RESEARCH INSIGHTS

Collaboration: To enhance decision making processes that build a safe collaborative culture.

Collaborative Culture: To integrate design, lean, and agile thinking together.

One of the most difficult parts of collaboration is the decision making process. Who is the ultimate decision maker? Is weighted voting appropriate? All decision making is important to discuss before any decision making actually occurs. It is best to ensure all members are on the same page prior to making any decisions and establish a system agreed upon by everyone.

Collaborative culture requires the integration and cooperation amongst multidisciplinary groups. It promotes diversity and open sharing of ideas within and across departments.

Innovation: To encourage multidisciplinary collaboration and diffuse innovation.

Healthcare Organization: To foster a patient-centric organization.

Innovation is not reserved for a handful of creative people. It can be a foundation for culture change, multidisciplinary relationship building and a bridge from the current to the ideal stat of an organization.

The mission of many healthcare organizations includes a focus on the ‘enduser’ of the healthcare system, the patient and the patient’s journey. It is essential to account for the perspective of patients and family members as well as curate tangible evidences which imbue the core values of the organization.


PRIMARY RESEARCH PRIMARY RESEARCH

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BJECT MATTER EXPERT SUBJECT MATTER EXPERT

Our focus for this endeavor is the Health Care System, we were grateful to have Cone Health as the Subject Matter Expert (SME). A private non-profit health care organization within the health care system reached to us to develop opportunities to create a collaborative corporate culture of innovation and design thinking into their organization. Cone Health provided primary information related to the healthcare system and allowed us the opportunity to expand on our research insights.

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NE HEALTH CONE HEALTH

As one of the region’s largest and most comprehensive health networks, Cone Health has more than 100 locations; including six hospitals, three ambulatory care centers, three outpatient surgery centers, three urgent care centers, a retirement community, more than 100 physician practice sites and multiple centers of excellence. Founded: 1953 Headquarters: Greensboro, North Carolina, United States Number of Employees: 10,650

Photo Courtesy: Cone Health Organization.

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ONE HEATLH MOSES HOS P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

CONE HEALTH MOSES HOSPITAL Location: Greensboro, NC 


The Moses H. Cone Memorial Hospital is the largest center within the five-county regions of Guilford, Alamance, Rockingham, Randolph and Forsyth. As Cone Health’s flagship, Moses Hospital is the leader in compassionate and quality care with 517-bed teaching hospital and referral center and 63-acre campus. Featured Services: Emergency Department, Internal Medicine Center, Heart and Vascular Center, Inpatient Rehabilitation Center, Neurosciences, Orthopedics, Pediatrics, Stroke and Trauma Center and Urgent Care Center. Photo Courtesy: http://gsi-signage.com/wp-content/uploads/gallery-moses-cone-01-1300x731.jpg

ONE HEATLH WOMEN’S CONE HEALTH WOMEN’S HOSPITAL Location: Greensboro, NC 


The Cone Health Women’s Hospital is the center focused for women and new borns that provides a compassionate and exceptional care for every stage of life. It holds 134-bed hospital, extra special rooms service for new moms and their birthing partners. Its family-centered model of care makes Women’s Hospital a leading choice with expectant moms. Additionally, it is a specialized care center for high-risk pregnancies providing the latest diagnostic services, or alternative birth options such as a water birth, so patients can count with a world-class service that’s close to home.

Photo Courtesy: https://www.conehealth.com/app/files/public/6877/womens-hospital.jpg

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Featured Services: Baby Lab Tests & Screenings, Breastfeeding Support, Family-Centered Maternity Care, High-Risk Pregnancy Care, Infertility Care and Support, Neonatal Intensive Care Unit, Pregnancy & Childbirth Classes, Surgical Care.

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TERVIEWS INTERVIEWS STRUCTURE We were interested to reach Cone Health staff and people from different departments and hospitals. The structure of interviews was planned to get as much information as possible understanding the organization better. Facing our time limitation (1 day friend trip to do Primary Research) we planned 2 sets of questions: for the staff 15 minute interview, and for department 45 minutes. The main topics that we wanted to know more about were:

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How is the organization is build Know how and what are the interactions between in staff, departments and people involved What collaboration means to them (to each interviewees of Cone Health) What innovation means to them (to each interviewees of Cone Health) What are the elements, tools or props used to enable collaboration in the organization Know what are the barriers, limitations of issues that people in the organization are facing How ideas and information are shared

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TERVIEWS INTERVIEWS

DISCUSSION GUIDE (STAFF: 15 MIN) 1. What is your role in Cone Health?

8. In your experience, what gets in the way of collaboration? (current barriers,

2. Could you draw out a flow chart of where your role fits within the organization?

constraints, limitations inside or outside the organization)

(example drawing, your boss, you, your colleagues, and the communication flow

9. Have you ever had any workshop sessions with coworkers or with other

between them)

departments during your time with Cone Health? (either for professional

a. Now describe your interactions within this flow chart, what are the interactions

development or to improve internal operations)

and what are the roles of people you’re interacting with? with someone within the

10. What opportunities do you have to share ideas to improve Cone Health?

administration, a doctor, a nurse, the pharmacy)

(communication, operations, environment)

3. How has working at any other health care organization been different from your

11. What is your motivation for collaborating within Cone Health?

experience at cone health in terms of collaboration?

12. Tell me about a time when you were scared to do something new or different.

4. What is collaboration for you? Describe it (with examples)

(propose a new idea) Savannah College of Art and Design

5. What is collaborative culture according to you? Give us an example. 6. What is innovation according to you? 7. What are some ‘tools’ you currently use for collaboration in Cone Health? What are the pros and cons of these tools? (a conference room is a tool, internal communication software, anything that involves a group of people coming together to share information).

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TERVIEWS INTERVIEWS

DISCUSSION GUIDE (DEPARTMENTS: 45 MIN) 1. What is the goal of your department?

9.What are some ‘tools’ you currently use for collaboration within Cone Health?

2. What is your role within the department?

What are the pros and cons of these tools? (a conference room is a tool, internal

3. Could you draw out a flow chart of where your role fits within the organization?

communication software, anything that involves a group of people coming together

(example drawing, your boss, you, your colleagues, and the communication flow

to share information).

between them) a. Now describe your interactions within this flow chart, what are

10. What opportunities do you have to share ideas to improve Cone Health?

the interactions and what are the roles of people you’re interacting with? (with

(communication, operations, environment)

someone within the administration, a doctor, a nurse, the pharmacy)

11. In your experience, what gets in the way of collaboration? (current barriers,

4. What activities take priority in your role and your department?

constraints, limitations inside or outside the organization)

5. Cone Health recognizes itself as a lean organization. Can you give us an example

12. What is your ideal scenario for collaboration? What was your most memorable

of how this distinguishes Cone Health from other healthcare organizations? What

collaborative experience? (is there a particular structure for the team you would

does a lean organization mean to you?

like, a particular layout for your workspace or any the spaces you use?)

6. How do you define collaboration? (Pause for them to answer) Now describe

13. Tell me about a time where you have been rewarded for doing things differently.

collaborative culture.

14. What are the metrics for evaluating success within Cone Health? Savannah

7. How do you define innovation?

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8. What is the decision-making process in your department? a. Who has final decision rights? b. How are conflicts resolved?

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LTH INTERVIEWEES REAC CONE HEALTH INTERVIEWEES REACHED Executive Director of Innovation Lean IFD Specialist Lean Organization Lean Coach Patient Experience Manager of Analytics Call / Patient Engagement Center Senior Executive Assistant (Moses Hospital) Director Dietary Management and Principal Chef (Moses Hospital) Physical Therapy (Moses Hospital) Manager Organizational Change Human Resources (Women’s Hospital) Innovation Team Manager of Operational Effectiveness Office Manager Lean Integrated Facility Manager SCAD

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NDING THE ORGANIZAT UNDERSTANDING THE ORGANIZATION

As part of the interviews we facilitated, we asked the participants to draw out a flow chart explaining Cone Health Organization. This included their roles, hierarchy, connections and communication flow. These are some examples on how people from Cone Health perceives their own role and the organization itself. We discovered that during their responses they were able to highlight their barriers, difficulties and additional information to understand relationships and interactions between departments in Cone Health.

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*No pictures in the hospitals due to privacy.

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*No pictures in the hospitals due to privacy.

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P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

ERVATION

OBSERVATION- MAIN POINTS

1. People are collaborative inside of their entity but lack of collaboration between different units. 2. Lean team doesn't understand what innovation team is doing. Different departments don't understand each other except for themselves. 3. Management only expects people to keep the collaborative mindset, but it is not working farther like crossdepartment collaborations. 4. Communication matters wherever employees are belonging. 5. Cone Health equally divided the opportunities for employees to develop their task environment. 6. White Box has a lot of art supplies, but no one from the innovation team had an answer for why it is there or who uses it. 7. There are walls to share information almost everywhere: from department to department. From staff to Patients. From ELT to the staff. And between Hospitals in NC cities. 8. The Strategy room is a fantastic space. However, the information on its walls can be intimidating for someone who is not familiar with it. 9. The information shared in the Strategy room should be shared with everyone within the organization so everyone can be on the same page

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PARING DEFINITIONS: IN COMPARING DEFINITIONS: INNOVATION

“Innovation: ideas that evolve into solutions that have been applied and bring value to the customer and to the organization.”

Innovation, at the level of an individual firm, might be defined as the application of ideas that are new to the firm, whether the new ideas are embodied in products, processes, services, or in work organization, management or marketing systems.

The Department of Industry Science and Tourism (DIST) 1996 p.2

What is Innovation?

“Innovation means to invent something new.”

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“Thinking beyond the familiar.”


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RING DEFINITIONS: COL COMPARING DEFINITIONS: COLLABORATION

Joint decision making process through which parties who see different aspects of a problem can constructively explore their differences and search for solutions that go beyond their own limited vision of what is possible.

“Collaboration is the ability to commit with one another in a common cause - to be willing and the environment to be safe to raise any issue, and finally to be open to change.”

“Respecting everybody's opinion, to say what they want.” Westley and Vredenburg use Gray’s (1989, p. 5) definition of collaboration

“When you have two groups or more working and sharing the same ideas and coming together to create a more enjoyable and meaningful experience.”

SCAD

Savannah College of Art and Design

Photo: Courtesy of SCAD Photography


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

DATA ANALYSI

DATA ANALYSIS AFFINITIZATION

Affinitization, or affinity mapping, was our chosen method of data analysis for this project. The affinity mapping process clusters data points gathered from research based on relationship or causal connection. These data points are then clustered in four sequential phases which are typically categorized by color:

1) Yellow 2) Blue 3) Pink 4) Green

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Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

YELLOW PHAS

YELLOW PHASE

Our approach to affinitization for this project began by populating a spreadsheet with our collected data points from interviews and observations. This spreadsheet was then used to create digital data point cards and printed for manual, analog sorting.

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Savannah College of Art and Design


YELLOW PHAS

YELLOW PHASE

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Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

YELLOW PHAS

YELLOW PHASE

“Yellow notes represent a single observation, insight, concern, or requirement firmly rooted in research data. These are the building blocks of the affinity diagram.� - Universal Methods of Design

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Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

BLUE PHASE

BLUE PHASE

“The blue phase then took these clusters established by the “yellows” and translated them into ‘blues.’ These are cohesive statements that encompass the entire meaning of the yellow cluster in the voice of the user. These new “blues” were then clustered again based on their relationship to one another, further condensing our data. These labels together collect a coherent set of notes representing a theme or work distinction.” - Universal Methods of Design

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Savannah College of Art and Design


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PINK PHASE

PINK PHASE

The pink phase then re-describes the blue clusters as cohesive statements which form user insights. These “pinks” are then clustered once more. “Pink notes describe specific issues within an area of concern.” - Universal Methods of Design

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Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

GREEN PHASE

GREEN PHASE

The green phase is the highest level of understanding achieved in affinity mapping. These “greens” went on to describe our opportunity areas, key issues relating to the study. These key findings are our initial, unrefined insights. “Green notes describe an overarching area of concern within the work practice.” -Universal Methods of Design

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Savannah College of Art and Design


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ITIAL INSIGHTS INITIAL INSIGHTS

In collaboration it is important to consider physical layout of working environments and manage the use of available spaces for particular activities.

The healthcare industry operates with small margins, so it is imperative to manage financial resources and identify opportunity areas to grow our capabilities.

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Savannah College of Art and Design

As healthcare evolves in non-traditional methods and leadership changes, it is necessary to create a cohesive system to bring teams outside of cone health together and make a community effort that ensures healthcare progress.

The power of collaboration is transparently and efficiently combining people’s strengths to produce quick, high-quality results and enable them to add value for more meaningful patient experience.

Collaborative culture involves building relationships and bringing all actors together, weighing options equally with respect to agree upon goals to make things happen.

In response to riskaversion, innovation teams in healthcare should encourage everyone to be open to innovate and not fear mistakes.

Various communication platforms (council, survey, open-door policy) encourage staff to submit their concerns and share ideas, however frontline staff are skeptical their ideas are being considered with the existing platform. There is a need for a platform to share ideas and context.

Collaboration is about creating a possibility that individuals cannot see from their own perspective, and the foundation is relationships which are supported by an environment of respect, trust, and faceto-face interactions.

43


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ITIAL INSIGHTS INITIAL INSIGHTS You need to identify the goal, vision, and who has decision rights in order to commit to a common cause, engage people in change, and move forward with new ideas.

When leadership has more power in decision making and a common goal is not outlined, hierarchy gets in the way of creating a collaborative environment, stopping people from being forward thinkers in a regulated industry like healthcare.

Implementing and diffusing in-house design thinking practice with LEAN and bring people together can serve as foundation and facilitator for organizational change.

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Savannah College of Art and Design

It is important to ensure everyone within the system is on the same page by working together, getting patients’ feedback and acknowledging extraordinary efforts.

The sociometric (dynamic governance) approach offers us a pragmatic way to connect hierarchical decision making with agile participant any decision making creating a possibility to satisfy needs of both smooth path to a more participatory organization.

Collaborative culture only exists at the managerial level and does not reach frontline staff.

One of the barriers to collaborate and work like a system is communicating between departments in a geographically spread out campus.

44


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

ITIAL INSIGHTS INITIAL INSIGHTS

Management tries to build an efficient, communicative, transparent environment and make sure they are approachable, but jobs are productivity-oriented with several roles, reducing motivation to collaborate and propose new ideas.

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Savannah College of Art and Design

Despite having several tools to collaborate, healthcare organizations need to identify common communication channels that work organization-wide and have supplementary, context dependent tools.

Data is shared to create alignment before reviewing and iterating on concepts, and organizational leadership resolves conflicts and empowers people to make decisions and bring ideas into reality.

Despite standards and leadership development training, everyone has their own leadership style and there are competing priorities and personalities that get in the way.

To enable collaboration, it is important to be transparent as possible, reach people, observe, think differently, and respect people’s opinion, process, and agency.

45


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ITIAL INSIGHTS INITIAL INSIGHTS

To further consider the physical layout of working environments and management of use for particular activities.

To manage financial resources and identify opportunity areas to grow capabilities.

SCAD

Savannah College of Art and Design

To create a cohesive system to bring external teams together and make a community effort that ensures healthcare progress.

To combine people’s strengths to produce quick, high-quality results and enable them to add value for more meaningful patient experience.

To build relationships that bring all actors together, weighing options equally with respect to agreed upon goals.

To encourage everyone to be open toward innovation and reduce fear of mistakes.

To acknowledge the value of everyone’s ideas and encourage staff to submit their concerns and share ideas through an agreed upon platform.

To build an environment of respect, trust, and face-to-face interactions, which supports multi-perspective relationships that encourage collaboration.

46


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

ITIAL INSIGHTS INITIAL INSIGHTS

To identify decision rights, goal, and vision in order to commit to a common cause and involve people in change.

To encourage forward thinking and collaborative environments by removing barriers caused by hierarchical decision making.

To ensure everyone within the system is on the same page by working together, getting patient feedback and acknowledging extraordinary efforts.

To extend collaborative culture beyond the managerial level to frontline staff.

To create a system to communicate between departments in a geographically spread out campus. To implement and diffuse in-house design thinking practices with LEAN and bring people together to serve as facilitators of organizational change.

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Savannah College of Art and Design

To use dynamic governance to connect agile and hierarchical decision making to create a more participatory organization.

47


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ITIAL INSIGHTS INITIAL INSIGHTS

To augment productivityoriented roles to create an efficient, communicative, transparent environment.

SCAD

Savannah College of Art and Design

To identify common communication channels that work organization-wide and have supplementary, context dependent tools.

To create alignment before reviewing and iterating on concepts, and resolve conflicts to empower people to make decisions and bring ideas into reality.

To reconcile competing priorities, personalities and leadership styles.

To create an environment that promotes respect of people’s opinions, process, and agency.

48


PPORTUNITIES IN THE OPPORTUNITIES IN THE SYSTEM

Through our affinitization analysis, 37 initial insights emerged which were then distilled further to yield 32 opportunities. These opportunities were then grouped in an effort to categorize and find relationships between them. We call these groups opportunity areas. The opportunity areas represent scope for improvement in the healthcare system under research. At the end, the 32 opportunities were grouped into 8 areas but these areas were rather complex and intertwined with one another. The task was now to create a simplified framework that could be understood easily by all stakeholders of the system alike.

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Savannah College of Art and Design


CREATING THE FRAMEW CREATING THE FRAMEWORK

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Savannah College of Art and Design


CREATING THE FRAMEW CREATING THE FRAMEWORK

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Savannah College of Art and Design


CREATING THE FRAMEW CREATING THE FRAMEWORK

SCAD

Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

DELIREVABLES DELIVERABLES

The result of this analysis gave us a foundation to build a framework which represents design criteria to inspire solutions, which is embodied in these two deliverables.

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Savannah College of Art and Design

4 C’S FRAMEWORK

OPPORTUNITY MAPPING

This framework was adopted by the HBR that connects 4 different cores that are empirical for collaboration and flow within an organization. It was modified to fit the research of this project, it takes into account its potential and limitations.

This 'opportunity map' was adopted to fit the needs and insights from the research of this project. It is structured by color, placement and most importantly by opportunities.


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

4C’S FRAMEWORK 4 C’S FRAMEWORK

Coordination structural mechanisms
 


Establishing structural mechanisms and processes that allow employees to improve their focus on the customer by harmonizing information and activities across units.

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Savannah College of Art and Design

Cooperation

Capability

Connection

cultural means, incentives,

customer-focused solutions and

relationships with external

and the allocation of power

defining a clear career path

partners to increase the value

Encouraging people in all parts of the company through cultural means, incentives, and the allocation of power to work together in the interest of customer needs

Ensuring that enough people in the organization have the skills to deliver customer-focused solutions and defining a clear career path for employees with those skills.

Developing relationships with external partners to increase the value of solutions cost effectively.


4C’S FRAMEWORK 4 C’S FRAMEWORK

Canvas ELT Exter nal Support Inter nal

We adopted the HBR exercise to model a framework where we made a design based on our insights and limits of our research we made on both the health care system and ConeHealth. The two diagrams are color coded. The blue diagram is the canvas for the framework and the yellow one is the ideal solution where you see the gaps in the yellow canvas we can develop opportunities for conversations and improvements.

Ideal ELT Exter Inter

Senior Leadership

Senior

Hospitals

Hospi

Patient

Patien


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4C’S FRAMEWORK 4 C’S FRAMEWORK

ELT

Support

SCAD

Accreditation Services Administration Biomedical Technology

Human Resources Innovation Lean Development

Service Care Management Community Outreach Pharmacy Credit Union

Legal Services Marketing-Public Affairs Materials Management (Suppliers) Finance

Decisions Support Dietary Services Insurance Communication Platform (E-link)

Security Services Spiritual Care Services Staff Education Volunteer Services

Data analytics Environmental Services IT

List of departments Source: ConeHealth

Savannah College of Art and Design

Departmental Chart Graph Source: 4 sets of activities in successful companies - by HBR’s 10 Must Reads “On Collaboration” (2013)

Exter nal Inter nal

Senior Leadership

Hospitals

Patient


IDEAL SITU IDEAL SITUATION

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Savannah College of Art and Design

P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9 Administration Accreditation Services Decisions Communication Support Platform ELT Data Analytics

Coordination

Environmental Services

Care Management

Credit Union Communication Platform

External Support

IT

Cooperation

Human Resources

Internal Support

Innovation Lean Development

Innovation

Senior Leadership

Legal Services

Lean Development

Materials Management (Suppliers)

Hospitals

Finance Finance

Security Services

Patient Accreditation Services

Accreditation Services Biomedical Technology Service

Community Outreach

Care Management

Dietary Services

Pharmacy Credit Union

Insurance

Dietary Services

Communication Platform

Communication Platform

Capability

IT

Environmental Services

Innovation

IT

Legal Services

Innovation Finance

Marketing Public Affairs

Security Services Spiritual Care Services

Staff Education

Volunteer Services

Volunteer Finance Services

Materials Management (Suppliers)

Connection

= Criteria fulfilled


CURRENT SITUATION

URRENT SI

P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

SCAD

Savannah College of Art and Design

Administration Accreditation Services Decisions Communication Support Platform ELT Data Analytics

Coordination

Environmental Services

Care Management

Credit Union Communication Platform

External Support

IT

Cooperation

Human Resources

Internal Support

Innovation Lean Development

Innovation

Senior Leadership

Legal Services

Lean Development

Materials Management (Suppliers)

Hospitals

Finance Finance

Security Services

Patient Accreditation Services

Accreditation Services Biomedical Technology Service

Community Outreach

Care Management

Dietary Services

Pharmacy Credit Union

Insurance

Dietary Services

Communication Platform

Communication Platform

Capability

IT

Environmental Services

Innovation

IT

Legal Services

Innovation Finance

Marketing Public Affairs

Security Services Spiritual Care Services

Staff Education

Volunteer Services

Volunteer Finance Services

Materials Management (Suppliers)

Connection

= Criteria fulfilled


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

Administration

Communication Platform

Accreditation Services

Decisions Support

ELT

Data analytics

Environmental Services

External Support

IT

Coordination

Innovation

Establishing structural mechanisms and processes that allow employees to improve their focus on the customer by harmonizing information and activities across units.

Internal Support

Lean Development

Legal Services

Materials Management (Suppliers)

Senior Leadership

Hospitals

Finance

SCAD

Security Services Savannah College of Art and Design

Patient


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

Care Management Credit Union

ELT Communication Platform

External Support Human Resources

Internal Support

Cooperation Encouraging people in all parts of the company through cultural means, incentives, and the allocation of power to work together in the interest of customer needs.

Innovation

Senior Leadership

Lean Development

Hospitals

Finance

Patient

SCAD

Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

Patient

Accreditation Services

Biomedical Technology Service

Care Management

Hospitals

Pharmacy

Senior Leadership

Credit Union

Capability Ensuring that enough people in the organization have the skills to deliver customer-focused solutions and defining a clear career path for employees with those skills.

Dietary Services

Internal Support

Communication Platform

Environmental Services

External Support

IT

Innovation

Finance

ELT

Security Services Spiritual Care Services

SCAD

Savannah College of Art and Design

Staff Education

Volunteer Services


Patient

Accreditation Services

P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

Community Outreach

Hospitals

Dietary Services

Senior Leadership

Insurance

Connection Communication Platform

Internal Support

Developing relationships with external partners to increase the value of solutions cost effectively.

IT

External Support

Innovation

Legal Services Marketing Public Affairs

ELT Materials Manage ment (Suppliers) Finance Volunteer Services

SCAD

Savannah College of Art and Design


Vision

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OPPORTU MAP OPPORTUNITY MAP

Community Communication

Psychological Safety Environment

This map is divided into 8 opportunity areas and structured into 4 tiers of concentric circles based on how each area is related.Vision

Collaboration

forms an encompassing circle to depict its influence in all areas, and

Design Thinking

collaboration is at the heart of the map. The vision defines environment, community, and guides design practices. These three in turn are responsible for psychological safety, communication and decision making, which affect collaboration in an organization.

Decision Making + Hierarchy

This opportunity map was designed as an interactive model. Each opportunity area, when clicked, displays its respective opportunities. But all opportunities did not have a one-to-one relationship with an area as we found that some opportunities corresponded to more than one area. In order to simplify the complexity of relationships between opportunities and areas, the map was color coded. An opportunity with two colors represents its place in areas that correspond to both of its colors.

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Savannah College of Art and Design


Vision

Community Communication

Psychological

Safety Environment

To avoid frustration and To avoid frustration and inefficiency in large groups by inefficiency in large groups by resolving conflicts and resolving conflicts and encouraging people to share encouraging people to share ideas. ideas.

To cater to the training of To cater to the training of different leadership styles by different leadership styles by taking into account different taking into account different personalities, aligning their personalities, aligning their priorities and respecting each priorities and respecting each other. other.

Collaboration

Design

Thinking

Decision Making

+

Hierarchy

To create meaningful patient To create meaningful patient experiences by combining experiences by combining people’s strengths in a people’s strengths in a transparent and efficient transparent and efficient manner. manner.

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Savannah College of Art and Design


Vision To create a clear, unified To bridge the communication gap between entities by blasting communication silos and making people work outside of their

To create a clear,all unified platform that informs actors platform thattheir informs all actors and updates capabilities and updates their capabilities within the organization. within the organization.

comfort zone.

Community

Psychological

Psychological

Safety Safety Environment Environment

To create a platform that values

Communication

Toideas createand a platform values the context that shared by the ideas andstaff. context shared by staff.

Collaboration

To create a platform that values To identify appropriate channels/ the ideas and context shared by tools for organization-wide and staff. context-dependent communication.

Design

Thinking

Decision Making

+

Hierarchy

departments in a geographically

To create a platform that values To strengthen communication by the ideas and context shared by collaboration between staff. departments in a geographically

spread out campus.

spread out campus.

To strengthen communication by collaboration between

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Savannah College of Art and Design


Vision To weigh options equally and To weigh options equally and respectfully in order to build respectfully in order to build relationships in all levels of the relationships in all levels of the organization. organization.

To expand collaboration to all To expand collaboration to all levels of hierarchy and create levels of hierarchy and create more participation. more participation.

To build consensus at every To build consensus at every level of the organization by level of the organization by committing to a clear goal, committing to a clear goal, vision, and decision rights. vision, and decision rights.

To create alignment before To create alignment before reviewing and iterating on reviewing and iterating on concepts (&) to empower people concepts (&) to empower people to make decisions. to make decisions.

To diffuse collaborative culture in To diffuse collaborative culture in all levels of the healthcare all levels of the healthcare organization. organization.

To diffuse collaborative culture in

Community Communication

Psychological

Safety

Environment

Collaboration

Design

Thinking

Decision Making

+

Hierarchy

allhave levelsa of the healthcare To department-specific organization. success and quality metric.

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Savannah College of Art and Design


Vision

To attain an open-minded To attain an open-minded environment by adopting environment by adopting creative methods that help to creative methods that help to overcome fears and break overcome fears and break barriers. barriers.

To embrace the learnings from To embrace the learnings from mistakes. mistakes.

Community Psychological

Psychological

Safety Safety

Communication To humanize healthcare by

Collaboration

Design

Thinking

Decision Making

+

Hierarchy

To embrace risk-aversion by

creating a transparent, enriching

encouraging a fearless and open

as the environment and

mindset.

sustaining safety, quality, and patient-centricity.

To humanize healthcare by creating a transparent, enriching environment and sustaining

Environment

safety, quality, and patientcentricity.

SCAD

Savannah College of Art and Design


Vision

Community Communication

Psychological

Safety

Environment

Collaboration

Design

Thinking

To build a cohesive system that To build a cohesive system that brings outside teams to work brings outside teams to work with the organization and with the organization and creates a sense of community creates a sense of community effort. effort.

Decision Making

+

Hierarchy

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Savannah College of Art and Design


Vision

Communication

To implement and diffuse design To implement and diffuse design practices with lean-to bring practices with lean-to bring people together and facilitate people together and facilitate organizational change. organizational change.

To value practice visualthe To add to both communication that aligns customers and the organization

To implement and diffuse design To engage in an open practices with lean-to bring workspace by leveraging visual people together and facilitate aids that help manage efficient organizational change. communication.

Community

Communication

Psychological

Safety Environment

To add value to both the To add value to both the customers and the organization customers and the organization by problem-solving using by problem-solving using innovative design practices. innovative design practices.

Collaboration

Design

Thinking

and creates an byeveryone problem-solving using understanding of the innovative design practices. organizational data.

Decision Making

+

Hierarchy

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Savannah College of Art and Design


Vision

To create an environment of respect, trust, and face-to-face interactions that promotes openmindedness.

To create a safe, transparent To create a safe, transparent and respectful environment to and respectful environment to enable collaboration. enable collaboration.

Community Communication

Psychological

Safety Environment

Collaboration

To manage the use of available To manage the use of available working spaces to create a working spaces to create a collaborative environment. collaborative environment.

To remove hierarchical barriers To remove hierarchical barriers which inhibit the creation of a which inhibit the creation of a forward-thinking, collaborative forward-thinking, collaborative environment. environment.

To enhance the motivation of

To have an inclusive

collaboration and foster efficient,

organization that works together,

communicative, transparent

responds to patient feedback

environment by eliminating

and acknowledges every actor’s

productivity-oriented roles.

extraordinary efforts.

Design

Thinking

Decision Making

+

Hierarchy

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Savannah College of Art and Design


Vision

Community Communication

Psychological

Safety

Environment

To improve management and succeed within our organization To have a department-specific by focusing on the central idea success and quality metric. of the organization rather than

Collaboration

Design

Thinking

competing with other organizations.

Decision Making

+

Hierarchy

SCAD

Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

WHAT IS AN ARCHETYPE WHAT IS AN ARCHETYPE

The concept of archetypes is rooted in identifying patterns of thought and behavior that we see in the world. The origins of this go back to Plato and were formalized by Carl Jung. Carl Jung understood archetypes as universal, archaic patterns and images that derive from the collective unconscious and are the psychic counterpart of instinct (Fiest et Fiest, 2009). They are inherited potentials which are actualized when they enter consciousness as images or manifest in behavior on interaction with the outside world (Stevens et Anthony, 2006). Consequently, archetypes evoke deep emotions. To form a connection between the two models (4C’s and Opportunity Map), we created archetypes for departments which were a part of our research. These archetypes characterize personalities and traits of the departments which they represent. This connection between the two frameworks later evolved into an exercise that could serve as a powerful tool for an organization to develop insights and eventually come up with solutions and strategies to fulfill gaps in collaboration. This exercise is explained later in this process book. The two archetype models referred below served as a foundation to our archetypes for Cone Health. https://www.16personalities.com/personality-types https://mapandfire.com/blog/how-to-create-clear-consistent-content-with-brand-archetypes/

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Savannah College of Art and Design

Our archetypes are based on Jungian archetypes


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NE HEALTH ARCHETYPE CONE HEALTH ARCHETYPES

ELT

INNOVATION

We developed archetypes for different departments at Cone Health that were

LEAN

a part of our research. Every detail, whether descriptive or visual, was carefully crafted to develop them. These archetypes represent the ideal personalities of

FRONTLINE

LEGAL

their respective departments. Their aesthetics were a product of our attentive and conscious effort– the shape, stance, expressions, objects and elements are all intentional. Similarly, their descriptions were also meticulously articulated. This was done to create a common language and understanding of the roles of

FINANCE ADMIN

departments for stakeholders. At the end, we had our own family of cones-shaped archetypes representing Cone Health. But we did not stop there, each archetype eventually became a card that could be played and physically interacted with. These cards would eventually serve as a connection between the Opportunity Map and the 4C’s

IT

HR

framework through an exercise. Our archetypes representing departments at Cone Health

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Savannah College of Art and Design

https://www.16personalities.com/personality-types

https://mapandfire.com/blog/how-to-create-clear-consistent-content-with-brand-archetypes/


SCAD

Savannah College of Art and Design


SCAD

Savannah College of Art and Design


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

ARCHETYPE CARDS ARCHETYPE CARDS

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Savannah College of Art and Design

https://www.16personalities.com/personality-types

https://mapandfire.com/blog/how-to-create-clear-consistent-content-with-brand-archetypes/


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

ARCHETYPE CARDS ARCHETYPE CARDS

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Savannah College of Art and Design

https://www.16personalities.com/personality-types

https://mapandfire.com/blog/how-to-create-clear-consistent-content-with-brand-archetypes/


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

ARCHETYPE CARDS ARCHETYPE CARDS

SCAD

Savannah College of Art and Design

https://www.16personalities.com/personality-types

https://mapandfire.com/blog/how-to-create-clear-consistent-content-with-brand-archetypes/


ARCHETYPE EXERCISE ARCHETYPE EXERCISE

The archetype cards, together with the opportunity model, can help stakeholders create scenarios for actors which they think are appropriate for that scenario, and generate insights for developing future

Opportunity

strategies, thereby filling the gaps of the 4C’s

+

framework one by one. This exercise was created with the purpose of getting stakeholders together from all departments at Cone Health through a common language to address discrepancies and recognize opportunities.

Archetypes

An example of scenario creation is shown on the next page. (Note: Coincidentally, this scenario also represents the ideal execution of this exercise!)

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Savannah College of Art and Design

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Scenario

Insight


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SCENARIO CREATION SCENARIO CREATION

To implement and diffuse design practices with Lean to bring people together and facilitate organizational change.

To implement and diffuse design practices with lean to bring people together and facilitate organizational change.

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Savannah College of Art and Design


GAPS IN THE SYSTEM GAPS IN THE SYSTEM According to our research and analysis, there are huge 4C’s gaps which exist currently as the model shows on the left. Ideally, all of the quadrants are fulfilled by the culture of collaboration. In our pursuit of creating a collaborative culture of innovation, we devised the archetype exercise that could help healthcare organizations ideate about who needs to be involved and may help to build the connection. It is ideally about finding the right people and gathering them at the right time, exploring the right problem. There is an opportunity to explore potential solutions by conducting the exercise. Eventually, this in hopes to fill all of the gaps in the Cone Health system.

Current Situation SCAD

Savannah College of Art and Design

P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

Ideal Situation


ONCLUSIONS CONCLUSIONS

Reflecting upon this project over the course of ten weeks, we’ve had the incredible opportunity to apply organizational and design management theory outside of a traditional design-centric organization, which began with the brief of “How might we develop an effective collaborative culture of innovation within healthcare organizations?” धन्यवाद!

谢谢!

Through experiential learning, we were able gain a greater understanding of collaboration and articulate

감사합니다

¡Gracias!

its meaning both verbally and textually, practicing to promote collaboration amongst ourselves just as we researched it in this case study. In addition, we had the opportunity to evaluate different methodologies for analyzing organizations and formulate visual models to facilitate and examine their group behaviors, relationships, and processes. Alan Liu Alan Liu

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Asuncion Zapata

This project also allowed each of us to explore personal leadership styles and temperaments, while honing our leadership, decision-making, and communication skills to confidently lead our design team.

SCAD

Savannah College of Art and Design

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Brittany Merkle

Brittany Merkle

Alan Liu

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Brittany Merkle

Chaitanya Ahuja

Miaolin Sheng

LiuelkreMAsuncion Zapata Merkle Miaolin Sheng Laura Rubio Neha Rubio Shah Chaitanya Liu Asuncion Zapata Brittany Merkle Miaolin Sheng Laura Chaitanya Ahuja Zapata Neha Shah Tim Kusnierek Ahuja oibuR aruaL Alan Liu gnehS niAsuncion loaiM yChaitanya nAlan attirB atap aBrittany Z noMiaolin ic n usA Sheng uiL na lLaura AAhujaRubio ajuhA aynBrittany atiahAlan C Merkle

Alan Liu

Chaitanya Ahuja

Chaitanya Ahuja

Asuncion Zapata

Miaolin Sheng

Miaolin Sheng

Brittany Merkle Miaolin Sheng Laura Rubio Chaitanya Ahuja Laura Rubio Asuncion Zapata Neha Shah Kusnierek Alan Liu Brittany MerkleTim Chaitanya Ahuja

Laura Rubio

Neha Shah

Tim Kusnierek

Laura Rubio

Tim Kusnierek Neha Shah Tom Hardy

Neha Shah TomSheng Hardy Miaolin

Tom Hardy

Neha Shah

Tom Hardy Tim Kusnierek Warren Rou

Tim Kusnierek

Tim Kusnierek Warren Laura Rubio

Warren Rou

Warren Rou Tom Hardy Alan

Tom Hardy

Liu Tom Hardy

Rou Neha Shah

Warren Rou

WarrenAsuncion Rou Zapata

Miaolin Shen Chaitanya Ahuja Warren Rou Brittany Merkle Tim Kusnierek Tom Hardy Warren Rou


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

REFERENCES REFERENCES •

Harvard Business Review Press. (2013). On Collaboration. Boston, MA: Author.

ISBN-13: 978-1-4221-9012-8

What is Design Management? (n.d.). Retrieved from https://www.dmi.org/page/

win-with-design-thinking/

What_is_Design_Manag

Marshall, E. M. (1995, June). The collaborative workplace. Management Review,

(Ashkenas, R. (2015, April 20). There's a Difference Between Cooperation and Collaboration. Retrieved from https://hbr.org/2015/04/theres-a-difference-betweencooperation-and-collaboration)

• •

https://www.ibm.com/watson/health/

• • • • • •

https://www.lean.org/WhatsLean/ https://learn.g2crowd.com/healthcare-operations https://ssir.org/articles/entry/sustaining_collaborative_action https://enterprise-knowledge.com/design-thinking-for-organization-design/ https://www.ideou.com/blogs/inspiration/how-to-create-change-in-your-organization https://newscenter.nmsu.edu/Articles/view/13568/nmsu-launches-strategic-doingtraining-for-collaborative-action

SCAD

Savannah College of Art and Design

https://www.mindtheproduct.com/2017/09/understanding-design-thinking-leanagile-work-together/

• • • • •

https://blog.kainexus.com/improvement-disciplines/lean/lean-thinking-and-the-5principles-of-lean-manufacturing

https://medium.com/@Ex3Labs/5-tips-for-bringing-design-thinking-into-yourorganization-ff3976bfcace

84(6), 13+. Retrieved from https://link.galegroup.com/apps/doc/A17004417/AONE? u=and1&sid=AONE&xid=d69ed645

https://www.digitalsurgeons.com/thoughts/design-thinking/5-big-organizations-that-

https://www.agilealliance.org/decision-making-systems-matter/ http://centerforinnovation.mayo.edu/design-in-health-care/ https://www.constellationr.com/greg-hicks-unitedhealth-group Feist J, Feist GJ, (2009) Theories of Personality, New York New York; McGraw-Hill Stevens, Anthony in "The archetypes" (Chapter 3.) Ed. Papadopoulos, Renos. The Handbook of Jungian Psychology (2006)

• •

https://www.16personalities.com/personality-types https://mapandfire.com/blog/how-to-create-clear-consistent-content-with-brandarchetypes/


P r o f e s s o r : To m H a r d y | D M G T 7 5 0 | S p r i n g 2 0 1 9

APPENDIX APPENDIX

Reading Salon Activities in Class SCAD

Savannah College of Art and Design

Profile for Alan Liu

【 Innovation / Design Strategy 】Collaborative Culture in Cone Health  

Collaborative Culture in Design Organizations | SCAD | Spring 2019

【 Innovation / Design Strategy 】Collaborative Culture in Cone Health  

Collaborative Culture in Design Organizations | SCAD | Spring 2019

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