A Injecting Creative Thinking into Healthcare: Bringing innovative practice to healthcare

Description

The book sets out to inform a broad range of professionals working in medicine and healthcare about how creative thinking and design concepts can be used to innovate in providing an enhanced patient experience. It outlines these concepts as a primary means to identify, clarify and resolve some of the process improvement and enhancement challenges in healthcare delivery. It demonstrates by example how such challenges can be addressed, drawing on case examples from healthcare and other industries, and from the authors’ own experiences as innovators and educators. It emphasizes the value of learning in action. For the reader who already has a leaning towards novel approaches to addressing healthcare delivery challenges, it provides guidance on harnessing team inputs and engaging with a network of contributors. It is an ideal resource for all working in medicine and healthcare, from managers, nurses, doctors, administrators, executives, and allied health professionals to medical engineers, medical physicists, medical scientists and medical product developers. Features Provides a unique framework to conceptualise innovation in healthcare and medicine. Authored by an award-winning medical scientist and an established business school Professor who have proven track-records with innovation, in education settings and as entrepreneurs. Presents a clear interdisciplinary approach, complemented with practical case studies set in the context of the challenges facing healthcare delivery in the 21st century. Dr. Barry McMahon has a national and international reputation as an Academic Medical Physicist in the fields of novel physiological measurement and medical device innovation and design. He is the co- inventor of the Functional Lumen Imaging Probe (FLIP) technique later commercialised as EndoFLIP™. He was the Director of the Innovation Academy at Trinity College Dublin from 2012 to 2017. Since 2020 he is advising Children’s Health Ireland on innovation practice. In 2021, he retired as Chief Physicist/Clinical Engineer at Tallaght Hospital, Ireland and currently runs his own innovation-consulting group Electric Mindset Ltd. Dr. Paul Coughlan is Professor in Operations Management and Co-Director of Faculty at Trinity Business School, Trinity College Dublin. His research explores collaborative strategic improvement of operations through network action learning. He was the Director of the Innovation Academy at Trinity College Dublin from 2010 to 2012. He is a founding director of a research-based spin-out venture, Easy Hydro Ltd. Cover Half Title Title Page Copyright Page Table of Contents Acknowledgements About the Authors Chapter 1 The Opportunity and the Challenge 1.1 What Is Going On? 1.1.1 A Healthy Society 1.1.2 The Needs of Patients 1.1.3 The Skills of Healthcare Professionals 1.1.4 The Enabling Context of Delivery 1.2 Who Is Doing What? 1.3 How Could We Do More? 1.4 The Plan for the Book Sources and Suggested Further Reading Chapter 2 Understanding Creative Thinking, Design and Innovation 2.1 How Would You Know It If You Saw It? 2.2 Case 1: Be Fearless and Innovate 2.3 Case 2: Disruptive and Creative Thinking to Address a Healthcare Problem 2.4 Conclusion: So What? Why Not? Sources and Suggested Further Reading Chapter 3 Developing the Potential of Healthcare Professionals 3.1 Dealing With Multifaceted Problems and Challenges From the Healthcare Profession Perspective 3.1.1 Re-Balancing the Status Quo When Things Go Wrong 3.2 What Is It About Healthcare Professions? 3.3 Structure of Healthcare Organisations and Why They Don’t Foster Innovation 3.3.1 Pecking Order in the Healthcare Professions 3.3.2 Silo Mentality 3.4 Structure of Healthcare Organisations and Their Ability to Foster Innovation 3.4.1 Multidisciplinary Team Versus Interdisciplinary Collaboration 3.4.2 Changing the Approach to Engagement, Coordination and Decision-Making: Meetings Versus Workshops 3.4.3 Diversity in Interdisciplinary Teams 3.4.4 Permission From Management 3.5 How Do We Go About Changing This Approach? 3.5.1 Needs-Based Approach 3.5.2 Learning From Other Industries 3.5.3 Building Trust 3.5.4 Demonstrating Behaviour 3.5.5 Convincing Healthcare Workers to Turn Up and Invest Time 3.5.6 Building Champions 3.6 Conclusion Sources and Suggested Further Reading Chapter 4 Understanding Multifaceted Problems and Challenges in Healthcare and Setting About Solving Them 4.1 Defining Challenges as Problems 4.2 Finding Solutions 4.3 Thinking and Acting Strategically 4.4 Getting There Through Process Innovation 4.5 From Practice 4.6 Conclusion Sources and Suggested Further Reading Chapter 5 Understanding Creative Confidence, Design and Innovation 5.1 Innovation for Impact in Healthcare 5.2 Designing to Humanise Solutions to Healthcare Problems 5.3 Ideation and Prototyping 5.4 What Is Creative Confidence? 5.5 Conclusion Sources and Suggested Further Reading Chapter 6 Where Do Mindset and Climate Fit? 6.1 Mindset 6.2 Learning and Climate 6.3 Integrating Mindset, Learning and Climate 6.4 How Can We Change Or Influence Mindset and Climate? 6.5 Conclusion Sources and Suggested Further Reading Chapter 7 Creating a Climate for Creative Thinking, Design and Innovation 7.1 Towards a Creative Approach to Challenging and Problem-Solving 7.1.1 Upskilling 7.1.2 Action Learning 7.2 Leveraging Games 7.2.1 Gamification 7.2.2 Playfulness and Metaphors 7.2.3 Use of Play Tools 7.2.4 Using Play in the Healthcare Setting 7.3 LEGO® SERIOUS PLAY® 7.3.1 Training in LEGO® SERIOUS PLAY® 7.3.2 Experiencing LEGO® SERIOUS PLAY® 7.4 Using Play in Healthcare: Designing the Adaptable Patient En-Suite in a Children’s Hospital 7.4.1 The Background, the Problem and the Action: Designing an Adaptable Patient En-Suite Bathroom Facility in a Children’s Hospital 7.4.1.1 Background 7.4.2 The Problem (Rather Than the Puzzle) 7.4.3 The Action 7.5 Conclusion Sources and Suggested Further Reading Chapter 8 Putting It All Together: How Might You Move Your Healthcare Setting Towards an Innovation Culture and Mindset? 8.1 The Setting 8.2 Initiating Hybrid Healthcare Thinking 8.2.1 Starting With Established Principles 8.2.2 Mythical Principles 8.2.2.1 New Working Principles (In Evidence) to Be Adopted 8.3 Hybrid Healthcare Thinking 8.3.1 Workshop 1 8.3.2 Workshop 2 8.3.2.1 Defining the Task and the Timeline 8.3.3 Preparation for Workshop 3 8.3.4 Workshop 3 8.3.4.1 Empathise 8.3.5 Workshop 4 – Ideate and Prototype 8.3.6 Workshop 5 – Define the New 8.3.7 Workshop 6 – Test 8.4 Reflection AND CONCLUSION Index