Applying Human-Centered Design to Health

Care
January 11, 2023
Rules of Engagement

• Audio for the webinar can be accessed in two ways:

o Through your computer
o Or through the phone (*Please mute your computer speakers)

• Q&A session will be held at the end of the presentation

o Written questions are encouraged throughout the presentation
o To submit a question, type it into the Chat Area and send it at any time

• Other notable Zoom features:

o This session is being recorded, the chat will not be included in the recording

o Utilize the chat throughout the webinar. To chat everyone, make sure your chat reflects the picture below:

2
Continuing Education Credit
To receive 1.0 CE credit hour for this webinar, you must:
• Create a Duke OneLink account. You only need to create an account once – you may
use it for all future webinars. Instructions will be chatted in and/or you may find them in
your registration confirmation email.
o Step 1: Register for a OneLink account
o Step 2: Activate your account and confirm your mobile number
• Text LEVKOF to (919) 213-8033 after 1:00 pm ET today – 24-hour window

In support of improving patient care, the Duke University Health System Department of Clinical
Education and Professional Development is accredited by the American Nurses Credentialing
Center (ANCC), the Accreditation Council for Pharmacy Education (ACPE), and the Accreditation
Council for Continuing Medical Education (ACCME), to provide continuing education for the health
care team.
Upcoming Team Training Events
Courses & Workshops
In-person TeamSTEPPS Master Training Courses
o April 10-11 at Northwell (New Hyde Park, NY)
o April 27-28 at UCLA (Los Angeles, CA)
o May 9-10 at Tulane (New Orleans, LA)
o May 24-25 at Houston Methodist (Houston, TX)
o June 21-22 at MetroHealth (Cleveland, OH)

Custom TeamSTEPPS Advisory Services at Your Organization

o 2-day TeamSTEPPS Master Training Courses
o Comprehensive TeamSTEPPS Programs
o Learn more

4
Upcoming Team Training Events (continued)

Webinars
Three-part webinar series on human centered design in health care
• Applying Human-Centered Design to Health Care – January 11
• How to Use Human-Centered Design to Inspire and Focus Teams – February 8
• What's Your Story? How to Craft Narratives Using Human-Centered Design that Inspire Your
Audience – March 8
Matthew Kelly Adam Kohlrus
Partner & Business Designer, do tank Partner & Business Designer, do tank
 OUR GOAL
OVER THE COURSE OF THE NEXT 50 MINUTES, WE WILL SHARE EXAMPLES TO
SPARK AN IDEA FOR HOW YOU CAN APPLY A HUMAN-CENTERED DESIGN
TECHNIQUE TO YOUR WORLD

WE WILL RAPIDLY WE WILL SHOWCASE

MAKE USE OF CHAT
BOUNCE BETWEEN TOOLS/TECHNIQUES
FOR REACTIONS
EXAMPLES YOU CAN USE

CLIMATE
“
If any field should be human-centered, it’s
healthcare. We help teams at the intersection of
quality, equity, and innovation design a safer,
healthier future.
 EMPATHY STORYTELLING
Design Thinking PRINCIPLES
Visual
Thinking

BUSINESS Human-Centered ACTION

RIGOR
Business Model Design For Pace
Innovation
Healthcare
Applying Human-Centered Design

Strategic Digital Clinician

Innovation Strategy Engagement

Diversity and Clinical Community Based

Health Equity Outcomes Partnerships

Quality High Reliability Emerging Critical

Improvement Organizations Challenges
 Where can Innovation
emerge in your Health Care
Organization?
 SOLO MOMENT

REFLECT ON THE BIGGEST PROBLEM

YOU HAVE TO SOLVE...WHO IS YOUR
TARGET AUDIENCE?
 Showcase Example

Strategic Digital Clinician

Innovation Strategy Engagement

Diversity and Clinical Community Based

Health Equity Outcomes Partnerships

Quality High Reliability Emerging Critical

Improvement Organizations Challenges
 Quality Improvement
EXAMPLE

The Target Audience The Problem to Solve

Clinical Teams Identifying, Refining, and
Spreading Grassroots
Find out
more here:
health.dotankdo.com
 Showcase Example

Strategic Digital Clinician

Innovation Strategy Engagement
Diversity and Clinical Community Based
Health Equity Outcomes Partnerships

Quality High Reliability Emerging Critical

Improvement Organizations Challenges
Clinician Engagement
EXAMPLE
The Target Audience
Physicians & Nurses

The Problem to Solve

Clinician Burnout
CLINICIAN BURNOUT
PHYSICIANS CANVAS
4- ACTION FRAMEWORK CANVAS

START DOING DO MORE OF

+START >MORE
BEYOND THE SYSTEM SYSTEM PERSONAL PERSONAL SYSTEM BEYOND THE SYSTEM

(-)STOP <LESS
STOP DOING DO LESS OF

THIS VERSION BY DOTANKDO.COM DESIGNED WITH THE AMERICAN HOSPITAL ASSOCIATION COPYRIGHT 2017
CLINICIAN BURNOUT
PHYSICIANS CANVAS
4- ACTION FRAMEWORK CANVAS

START DOING DO MORE OF

BEYOND THE SYSTEM SYSTEM PERSONAL PERSONAL SYSTEM BEYOND THE SYSTEM

STOP DOING DO LESS OF

THIS VERSION BY DOTANKDO.COM DESIGNED WITH THE AMERICAN HOSPITAL ASSOCIATION COPYRIGHT 2017
CLINICIAN BURNOUT
PHYSICIANS CANVAS
4- ACTION FRAMEWORK CANVAS

START DOING DO MORE OF

BEYOND THE
SYSTEM
SYSTEM

BEYOND THE SYSTEM SYSTEM PERSONAL PERSONAL SYSTEM BEYOND THE SYSTEM
PERSONAL

STOP DOING DO LESS OF

THIS VERSION BY DOTANKDO.COM DESIGNED WITH THE AMERICAN HOSPITAL ASSOCIATION COPYRIGHT 2017
CLINICIAN BURNOUT
PHYSICIANS CANVAS
4- ACTION FRAMEWORK CANVAS

START DOING DO MORE OF

hold Asking clinicians
Enable Interagency
leaders what they need
physicians to be collaboratio
accountabl for resilience
"at the bedside" n
e
leadership More prominent
training at reward and
every level recognition Reconnect
to the "why"

BEYOND THE SYSTEM SYSTEM PERSONAL PERSONAL SYSTEM BEYOND THE SYSTEM

Worrying about
things I can’t
Unnecessar control
y Blaming, Tasks that do
paperwork seeing an ask not need to be
for help as performed by a Cut essential
weakness physician services (ie
EVS)

STOP DOING DO LESS OF

THIS VERSION BY DOTANKDO.COM DESIGNED WITH THE AMERICAN HOSPITAL ASSOCIATION COPYRIGHT 2017
AHA TeamSTEPPS
 Showcase Example

Strategic Digital Clinician

Innovation Strategy Engagement

Diversity and Clinical Community Based

Health Equity Outcomes Partnerships

Quality High Reliability Emerging Critical

Improvement Organizations Challenges
Diversity and Health
Equity EXAMPLE

The Target Audience The Problem to Solve

Hospitals and How might we facilitate
Healthcare Partners strategic planning and
action to the health equity
space
THA– DEI Workshop
August 2022
 THA DEI Workshop

We will dedicate our morning to assessing

five areas of focus within the equity space:

Representation

Inside Our 4 Walls

Outside Our 4 Walls

The Patient Voice

Equity Across the Continuum

 THA DEI Workshop

REFLEC
T

FOCUS COMMIT PLAN

 THA DEI Workshop

The Equity Diagram assists

organizations in identifying their
biggest barriers
to more equitable care and outcomes
Board
Patient
Facing
Equity Pay REaL Local
across 5 key categories
commitment CBO Supplier
Equity SOGI
Diversity

10
Staff
Diversity
in strategic
plan
10
Analysis SDoH
partnerships
10 Diversity purchasing

We recommend taking 60 minutes to

Senior MIN Patient MINrecruitment,
Employee MINLocal engage a team around this canvas
DEI DEI Community
Leadership Safety retention and hiring/
Committee Trainings promotion investment
Diversity Projects pathways
Test this with multiple teams and
analysis

stakeholders to get as global of a lens

Patient
as possible on where your biggest
PFAC Focus on Pay
Processes CHNA Board
doesn’t voice at food Equity
focused on
opportunities for improvement exist in
represent the Board Integration Diversity
access insecurity Analysis
patient pop
10 level
10 Patient
10 the equity space
Patient
Safety
MINDEI Maternal
morbidity/
MIN
Focus on
housing and
Enhancing
partnerships voice at MIN
CBO
REaL
SOGI
partnerships
and QI
Committee
mortality transportation with payers the Board
level
SDoH Have you used the Equity Diagram
since the workshop?

What questions do you have?

 THA DEI Workshop

Use this canvas to flesh out

your problem (~50 minutes)

1 Identify the big problem

More
equitable Impact on
you would like to tackle
care Enhanced Access
CBO patient
outcomes 2 Come up with ideas
Partnerships Reduced
readmissions
which could potentially
System wide
focus on CBO
solve your problem
CBO rep
partnerships (include many ideas
on DEI
committee
Increased without choosing one yet!)
referrals by
Transportation 100% input
50%
Enhanced Partners from all
SDoH service line 3 Start building out the
Linkages leaders
CHNA
impact those ideas could
Review
and
Service
Line
have if implemented.
Invite to Analysis Survey
DEI CBO may ROI Enhanced
Committee not want to
partner
Care Have you used the Idea Flip
Collaborate
on housing
project
since the workshop?

What questions do you have?

 THA DEI Workshop

Improvement Canvas
(~60 minutes)
Reflect on past
organizational work
Create an aim
statement
Identify action steps
Outline a team roster
Organizational supports
Potential barriers
Measurement (outcome
and process)
Have you used the Equity
Improvement Canvas since the
workshop?

What questions do you have?

 THA DEI Workshop

Matrix Diagram (~30

minutes)
1 List your Action Steps
in the rows, and the
criteria for selection in
Education
the columns
added to new
employee
2 5 3 3 13
orientation

Create a diversity
2 Rate each idea on a
group to organize
cultural awareness 1 4 2 4 11 scale of 1-5 (1 being
days low confidence and 5
being high confidence)
Identify a
vendor to for each criterion
conduct 5 5 4 4 18
training
3 Analyze which idea has
Survey the
community to enhance the highest confidence
awareness of 3 4 4 3 14
the cultural makeup
Have you used the Matrix Diagram
since the workshop?
Poll staff on their
willingness to engage
in trainings to 5 4 4 4 17
enhance equity

What questions do you have?

 THA DEI Workshop

Equity Gameplan (~30

minutes)
September
2022
October
2022
November
2022
December
2022 Outline the action steps
to be taken
Dr.
Robinson Create a new Conduct Present final
workgroup research to get set of goals IT
with PFAC/ sense of goals to the Board Present final Board
Darlene Community lead industry wide for approval set of goals to
(HR)
Draft a set
Send a survey
the public and
Institute goals community Create accountability
to all staff as policy/ Launch Establish goals
of diversity marketing for achieving
getting their in strategic
goals campaign on diversity
Chair Refine goals
input plan
Ensure buy- Begin working goals
PFAC as needed PFAC and
in across all w/ marketing/ Make clear

Julie groups
based on
research and
staff feedback
comms on
launch plan
these goals
will be revisited
on an annual
Marketing Community
and Lead Visual Timeline
basis Comms

PFAC and Marketing

Community
Lead
IT Board and
Comms
Identify Supports

Finding
time for
Finding
validated Integrating
Potential barriers
goals in
Have you used the Equity
goals into
workgroups the field policy
to connect

Gameplan since the workshop?

What questions do you have?

 THA DEI Workshop

THA DEI Project Charter

The Equity Charter supports the change-making
process by building executive leadership buy-in for
your initiative through the clear and concise
articulation of your project goals, outcomes, and
processes.
The Equity Charter will assist your team in
building organizational support by:
Detailing the project aim statement and its
associated action steps to create a well defined
and universally understood project vision.
Ensuring project accountability and engagement
by highlighting the project scope, measures, and
team membership.
Ultimately, the Equity Charter will become the
guiding document for your work in this space.
 Health and Racial Equity National Pilot
Learn more about the national pilot at:
1 https://www.rush.edu/about-us/rush-community/rush-bmo-institute-health-equity/racial-equity-healthcare-progress-report

2 This national pilot is open to all healthcare organizations free of charge thanks to a grant from the Commonwealth Fund
 Equity Implementation Playbook

Every hospital that engages in the CWF Grant

will receive:
•A report that details and analyzes your organization's score, including benchmark comparisons with peer
organizations across the country
•An implementation playbook to help you translate your data into action
 Showcase Example

Strategic Digital Clinician

Innovation Strategy Engagement

Diversity and Clinical Community Based

Health Equity Outcomes Partnerships

Quality High Reliability Emerging Critical

Improvement Organizations Challenges
 The Target Audience
Leaders and clinicians
at multiple hospitals
within a system
Strategic
The Problem to Solve Innovation
How might we have
more effective
communication
EXAMPLE
during tech
downtime
Design Research Comes First
It is important to include all
Design research means embedding
stakeholders in this process–how
research into the design process–
might the experience and needs of
anything we create is based on an
the frontline staff differ from that of
understanding of the people who will
executive leadership? Both are
be using it!
important to consider!

Identify your key stakeholders, and

then have conversations with Don’t wait until you have a
representatives of those groups product/process/service to test.
(include as much diversity in that Research is PHASE 0
group as you can!)
 Launching a Design Sprint

INTERVIEW ITERATE AND

STAKEHOLDERS UPDATE BASED
DESIGN & PROTOTYPE ON FEEDBACK ROLL OUT THE
DOWNTIME OPTIONS PLAN

TEST THE
CONTINUE GATHERING
OPTIONS
DATA
 Leveraging a Digital Workspace

Our single source of truth to engage

our sprint team (and extended
audience).

It will hold prototypes, keep the

project plan accessible and up to
date, house data and feedback, and
allow access to educational content
around the visual tools that we will
be using, etc.
Use design thinking methods and digital tools
Make the case for change and engage our
colleagues

Story + Telling

Content Alignment Channels Plan

High Level
Example
A powerful, standardized downtime process
Design Research

One-on-one interviews with hospital

Gleaning common challenges from
executive leadership (Executive
incident data
Champions)

Compiling insights from frontline

surveys
We need to create the conditions for sustainable
change

A compelling value
The support of
proposition that
leadership
encourages our
(Executive Champions)
clinicians to buy-in

A clear sense
of accountability A governance
at each site structure for
(Clinical Champions) this program
What do we need to do about it?

We need to improve consistency in our communications

and escalation performance by enabling:

Greater
Better Processes Standardization
Across the System
Operational
Ownership
& Accountability
 Project Process for the Sprint
UNDERSTAND DESIGN TEST & ITERATE
PROTOTYPING

Do Tank Understand Do Tank Design Do Tank Test & Iterate

Actions Session Actions Session Actions Session
(Oct) (1st week of Nov?) (Nov) (Nov 22nd or (Nov-March) (Week of Dec 6th?
23rd?)
Executive Introduce Executive Take all data Use the feedback to Higher level detail on
conversations opinions collected, analyze/ Give feedback on the refine
synthesize models we propose Plan testing process
Analyze RL Help Do Tank to fully Pick a direction and
and survey data understand the needs Use data to develop a Facilitate a formal create a more refined
few models for the critique and design prototype
team to respond to ideation
“Procedure Layer”

Communicate downtime Each site should designate Contingency plan for DCL activates the 3 step
through a three step someone as the downtime becomes active. communication protocol to
process: “Downtime Clinical Alternative alert staff that system is
1. Overhead Paging Liaison” (DCL) who works communication processes back up and running.
2. Personal Paging with their emergency are activated.
3. Email management team to curate
a downtime procedure.
“Policy Layer”

1. System-level policy should Standardized education Testing mechanisms, like Downtime policies and
articulate how training, and training should take tabletop exercises or procedures should be
testing and evaluation of place on an annual basis drills should take place on reviewed on an annual
downtimes takes place and as onboarding to new a bi-annual basis in concert basis by accountable leads
clinician hires. with the Emergency representing each site and
2. Site-level policy should 1. The benefits of software Management teams for Emergency Management
articulate how downtime is 2. The core functionality downtime. personnel integrating
communicated, accountable of software lessons learned from the
individual(s) during 3. The downtime process table tops, drills and
downtime, contingency for software downtime experienced
actions during downtime, and during that year.
how recovery takes place.
This is a ”paper
prototype”, allowing
teams to answer some
questions about how
sites might implement
these changes at a
local level, and setting
the stage for a
forthcoming, more
complex and
comprehensive
downtime procedure
plan.
UNDERSTAND DESIGN EXECUTE (Mar–Dec)

PROTOTYPE (Q2) IMPLEMENT (Q3) SCALE & SPREAD (Q4)

Pre-work: How might we develop a How might we test and iterate on How might we spread these
downtime policy? those policies and procedures? policies and procedures beyond
Engage the right
our champion sites?
stakeholders to participate in
the next phase Putting policy in place. Developing policy, Implementing our policies and procedures
education, testing and evaluation of within the champion sites. Building from what we’ve learned by
Catch up/download new downtime with champion sites. implementing at the champion sites, by the
participants Implementation will be achieved through end of 2022 we will have enacted a
testing our procedures by means of table standardized policy and procedural
Meet with executive team to tops, drills and simulation. In this phase we approach for downtime at each site in the
figure out how to include EM will validate our prototypes and prepare a system.
How might we develop downtime spread plan for all sites in the system.
in downtime procedures?

Putting procedures in place. Developing

communication, accountability, contingency
and recovery procedures of downtime with
champion sites.
RAPID REPLAY
Appyling Human-Centered Design

Strategic Digital Clinician

Innovation Strategy Engagement

Diversity and Clinical Community Based

Health Equity Outcomes Partnerships

Quality High Reliability Emerging Critical

Improvement Organizations Challenges
THE VALUE OF HUMAN CENTERED DESIGN IN
HEALTH CARE
THE VALUE OF HUMAN CENTERED DESIGN IN
HEALTH CARE

Improve health
outcomes and patient
experience
THE VALUE OF HUMAN CENTERED DESIGN IN
HEALTH CARE

Enhance quality and

spread best practice
THE VALUE OF HUMAN CENTERED DESIGN IN
HEALTH CARE

Enable inclusion and co-

creation
THE VALUE OF HUMAN CENTERED DESIGN IN
HEALTH CARE

Reduce burnout and

increase caring for each
other
THE VALUE OF HUMAN CENTERED DESIGN IN
HEALTH CARE

Design, test, and scale

new products and
services
THE VALUE OF HUMAN CENTERED DESIGN IN
HEALTH CARE

Help deal with emerging

critical challenges
health.dotankdo.com
dotankdo.com/healthcare
Matthew Kelly Adam Kohlrus
Partner & Business Designer, do tank Partner & Business Designer, do tank
[email protected] [email protected]
Final Reminders

• Evaluation
o Please complete the evaluation form that appears on your screen once the webinar
ends
• Continuing Education
o Create a Duke OneLink account if you have not done so
o Instructions can be downloaded from the Files pod or your registration confirmation email
o Text LEVKOF to (919) 213-8033 within 24 hours
 Questions? Stay in Touch!

www.aha.org/teamtraining
Email: [email protected] • Phone: (312) 422-2609