A Injecting Creative Thinking into 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.

Acknowledgements

The book is based on our shared experience of developing and delivering educational initiatives in the area of creativity and innovation, most recently in healthcare in Ireland. The roots of our approach are in practice and in a novel initiative set in Trinity College Dublin which aimed to generate awareness among doctoral students of the innovation potential in their dissertations. We acknowledge the following:

Trinity College Dublin for its development of the Innovation Academy concept and providing us with the opportunity to develop, lead and run this programme for doctoral students. From the start of the first programme to the publication of this book, it has taken 12 years.

Trinity College Dublin, School of Medicine, for its development of the Postgraduate Diploma in Healthcare Innovation, now in its fourth year. Our active collaboration and engagement with healthcare professionals have supported the co-development and co-delivery of our ideas.

We most of course acknowledge both our families, and in particular our ever-patient wives who supported us in many different ways through the journey this book has taken us on. We would like to thank the healthcare staff and educators we have engaged with us over the last five years and, in particular, Fran Hegarty, Ann Quinn, Marie-Claire Kennedy, Michelle Armstrong and Alison Keogh who have worked passionately and directly with us to develop innovative workshops and programmes for healthcare professionals.

Finally, CRC Press for their support in bringing our ideas together in a comprehensive book of this kind.

Table of contents :
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