D11 1 design thinking

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?

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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).

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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