Four Meta-strategies for Design and Management

FOUR META-STRATEGIES
FOR DESIGN & MANAGEMENT
KIPUM LEE
MX CONFERENCE 2012
SAN FRANCISCO, CA
MARCH 5, 2012

U. EXPERIENCE STRATEGY MANAGEMENT

MANAGEMENT DESIGN
Strategies of
DESIGN STRATEGY
MANAGEMENT

“THE FUTURE OF THE LIBERAL ARTS”

BY RICHARD MCKEON

ISSUE

DIMENSION A STRATEGY DIMENSION A’

Strategy of
VALUES INTERPRETATION
FACTS

FACTS VALUES
Strategy of
FACTS

DESIGN
Select data that have
the capacity to shape
and reshape how
organizations and
people view products

FACTS VALUES
Strategy of
FACTS

DESIGN
Select data that have
the capacity to shape
and reshape how
organizations and
©2008 Kipum Lee, personal collection
people view products

FACTS VALUES
Strategy of
FACTS

DESIGN MANAGEMENT
Select data that have Cultivate environments
the capacity to shape that invite multiplicity
and reshape how of interpretations and
organizations and not an unambiguous
people view products interpretation of data

Strategy of
INNOVATION INVENTION
TRADITION

TRADITION INNOVATION
Strategy of
TRADITION

DESIGN
Rethink ux design
concepts, methods,
principles (e.g.
experience mapping,
use cases, etc)

ARCHITECTURE: COFFEE VENDING MACHINE
CURRENT USER / INTERACTION PROCESS

PHYSICAL Break Vending Coffee Vending Coin Change Break Cup of
EVIDENCE Room Machines Machine Slot Drink Menu Complement Menu Size Menu Slot Room Coffee Lids

decision decision decision decision Get Beverage
CUSTOMER point Read Machine point point point Get Change 1.Bend down
ACTIONS Arrive Insert Money Press Button Press Button Press Button Wait Find Lid
Machine Instructions Drink Complement Size (if applicable) 2.Lift Door
Selection Selection Selection Selection 3.Get cup
LINE OF INTERACTION

ONSTAGE Illuminate Illuminate Illuminate Dispense Dispense Illuminate
MACHINE INTERACTION Credits Money Complement
Drink Options Size Options Change Beverage Door

Options

LINE OF VISIBILITY

BACKSTAGE Brewing &
Dispense Dispensing
MACHINE PROCESS Change Beverage

LINE OF MACHINE INTERACTION

SUPPORT Collect Supply Supply Supply Supply
PROCESSES Money Machine Machine Machine Machine Stock Lids
(Coffee) (Complements) (Cups) (Coins)
GEORGE

IMPROVEMENTS
Strategy of
INNOVATION
INSTRUCTIONS & MENU
The layout of the instructions is separate from the menu, such
that the user has to take time to read and understand how exact-
ly to use the machine, and then consider what options are avail-
able.
If each step of the instructions is laid out in sequence of
ordering with the corresponding menu buttons below, the user is
PAYMENT OPTIONS
The only form of payment accepted is cash and coins.

INVENTION
The option of electronic payment would take effect in several
ways:
Less time searching for change.
No need for exact change.
No forgetting to take change.
DISPENSER DOOR & LOCATION
The ﬁlled cup of beverage is dispensed at a location that is
awkard for most users. It requires the user to have to bend down
and open a hatch, which can be inconvenient if already carrying TRADITION
other items. Visibility of the cup is also limited, so grasping the
hot cup can be hazardous & may lead to spillage.
By moving the dispenser location up higher and to the right, in
LID LOCATION
Lids are located in an area several feet away from the machine,
so most users are not even aware of the availability, or have to
spend time searching for them.

Storing the lids either on or closer to the machine would make
users aware of the presence of the lids, and also reduce time
spent searching for them while holding a hot cup of coffee.
guided through the process of beverage selection in a swift and More convenience when having to handle multiple alignment with the payment location, it would allow for more
ﬂowing manner. items while reaching down to take change and convenience & ultimately less spillage. Also, if the door was on
coffee cup. hinges so it could stay open, this would allow the user to conve-
niently do everything with only one hand, if necessary.

PHYSICAL Break Vending Coffee Vending Drink Complement Size Break Cup of Lids
EVIDENCE Room Machines Machine Menu Menu Menu Room Coffee

CUSTOMER
ACTIONS

LINE OF INTERACTION
Arrive
DESIGN
decision
point
Machine
Selection
Read
Instruction 1.
Insert Money
Read
Instruction 2.
Select Drink
Read
Instruction 3.
Select
Complement
Read
Instruction 4.
Select Size
Wait
Get Beverage
1.Open Door
2.Get cup
Get Lid

ONSTAGE Illuminate Illuminate Illuminate Dispense Illuminate

Rethink ux design
MACHINE INTERACTION

LINE OF VISIBILITY
Credits Money Drink Options Complement
Options Size Options Beverage Door

concepts, methods,
BACKSTAGE
MACHINE PROCESS
Brewing &
Dispensing
Beverage

principles (e.g.
LINE OF MACHINE INTERACTION

experience mapping,
SUPPORT
PROCESSES
Collect
Money
Supply
Machine
(Coffee)
Supply
Machine
(Complements)
Supply
Machine
(Cups)
Stock Lids

©2011 Kandy Hricik(Case), Harini Katsuri (CIA), students
use cases, etc)
Kandy Hricik Sep. 22, 2011
Harini Kasturi
Design in Management
Assignment 5: Service Blueprinting

Strategy of
TRADITION

DESIGN MANAGEMENT
Rethink ux design Inform from experience
concepts, methods, which ideas have possibility
principles (e.g. to see the light of day and
experience mapping, support accordingly;
use cases, etc) preserve enduring products

Strategy of
PARTICULARS CONNECTION
UNIVERSALS

UNIVERSALS PARTICULARS
Strategy of
UNIVERSALS

DESIGN
Design with an
awareness of patterns;
pick a problem worth
solving/resolving; begin
with universal problems

Blueprint of discharge
Recovering Accepting Choosing Planning Learning Leaving Transitioning
Patient is on medication and Many times, patient will be Patients will have to make Patients/family and the Patient is given instructions Patient has been given the Patient is in the care of
is waiting to hear information told that going home will not a decision with family about nursing staff will plan the regarding medications, a recap approval to leave and must a family doctor or other
Patient
from physician on next steps. be possible; in some cases, what to do; at this point, logistics of where the patient of the treatment or procedure, manage to gather belongings caregivers at another location.

Actions
Patient’s assessment: how the option is to go to a rehab patients may choose which will be heading and may even and extensive information for and concern about billing and Patient (and family) may be
they feel v. how they usually facility/long-term care (LTC) or nursing home or rehab center arrange transportation details. reference once patient is gone. payment. adjusting to another lifestyle.
at home. skilled nursing facility (SNF). to stay.

Optimizing Family may be Asking patient Patient consults with Intern/attending tells Patient & family Patient can
physical directly involved in and family what is caregivers to decide patient she/he is to presented with access MyChart
parameters finding a facility meaningful to them where to transition be discharged soon instructional info (EMR)

Teaching & assessing Explaining/estimating Providing options Discharging Educating Continuing care
Physician may bring in Discussing d/c with patients Based on patient’s insurance Resident/intern and sometimes Usually the nurse provides Outpatient medical team
residents/interns into the and giving wishy-washy,
Strategy of
and condition, caregivers will the attending will let the d/c summary notes along with may take over at this point.

PARTICULARS UNIVERSALS
Caregiver
Actions room and discuss patient’s varying estimates of when have gathered some possible patient know that he/she is other information, such as May reinforce medication or
condition in front of interns. patient may be discharged. locations to where patients ready to leave. More accurate medication instructions, to may provide instruction(s)

CONNECTION
Other caregivers are can transition. The other estimate of discharge time patient at this point. contrary to what patient
assessing various data. option is going home. presented. heard at Clinic.
Chief/attending Filtering and Once patient/family
line of visibility teaches how to doing background has selected a place,
assess patient paperwork caregiver can take
care of logistics
Assessing: biomedical Researching Finalizing d/c orders

DESIGN
Physician is trying to optimize Intern discussing d/c with case Intern (or physician) is
biomedical condition. May management or d/c planner. finalizing d/c orders. This is
not have continuity of care needed for nurses to do their
(same doctor as before). Researching and contacting job of instructing the patient.
“Technicians” and not possible rehab or nursing Rehab/nursing facilities need
Summarizing d/c orders Moving along Arranging follow-up
“holistic healers” may see facilities for patient to go to. to have this to prepare in
Design with an
their work done at this point. Intern starts d/c summary
(personalized narrative
advance. Attending or intern at this point
does not really know what
Possible home-care nurses or
home teams may visit homes.
Backstage
Caregiver awareness of patterns;
“Will patient be
able to function
Dance between
biomed & functional
Back and forth
with rehab/
for what happened during
patient’s stay).
D/c orders used
to prep at rehab/
has happened with patient.
They have most likely moved Visiting Nurse Association
Actions at home?” assessment nursing facilities nursing facility
on to other patients or may (VNA), independent
pick a problem worth
Assessing: functional Communicating Sent to attending for Coordinating be in the middle of providing Transmitting patient info organization may visit.
approval. treatment/surgery.
solving/resolving; begin
Nurses usually in charge of
this. For worst cases, need a
Case managers
communicating with potential
Case managers will coordinate
with rehab or nursing facility
Caregivers should transmit
information about patient to
social worker or d/c planner. rehab or nursing facilities and if patient requires a transition ©2011 Kipum Lee, personal collection
outpatient medical team.
with universal problems determining feasibility and to another venue. This is

Strategy of
UNIVERSALS

DESIGN MANAGEMENT
Design with an Respect the method of
awareness of patterns; going from particulars to
pick a problem worth universals; it is important
solving/resolving; begin to get your hands dirty
with universal problems

Strategy of
WHOLES SYSTEMATIZATION
PARTS

PARTS WHOLES
Strategy of
PARTS

DESIGN
Move from product to
the principle of the
organization (e.g.
product to “innovation,”
product to “care,” etc)

Kinds of healthcare innovation
Humanistic care
Quality & safety innovation Service innovation

University of Pittsburgh Medical Center Kaiser Permanente (Garfield Center)
(Center for Quality Improvement & Innovation)

PARTS WHOLES
Mayo Clinic (SPARC)

Reagan UCLA Arizona State University
(Center for Health Quality & Innovation) (Herberger Institute)

Massachusetts General Hospital
Johns Hopkins Hospital
Strategy of
(Stoeckle Center for Primary Care Innovation)

WHOLES PARTS
(Center for Innovation in Quality Patient Care)

Discovery Invention
SYSTEMATIZATION Cleveland Clinic
University Hospitals - Ohio
(Research & Innovation Center)

Barnes - Jewish/Washington University

DESIGN Mount Sinai Hospital
Duke University - Medical & Business School
(Center for Entrepreneurship & Innovation)

University of Washington
New York - Presbyterian Medical Center
Move from product to University of Michigan Health System
Hospital of the University of Pennsylvania (Medical Innovation Center)
Biomedical Technological/
organization (e.g.
research innovation device innovation
product to “innovation,” Mechanistic care

INTRODUCTION PROBLEM HYPOTHESIS & RESEARCH PRODUCT CONCLUSION

Dignity blanket

PARTS WHOLES
Strategy of
WHOLES
THEMES SYSTEMATIZATION
INSIGHTS FROM RESEARCH
PARTS
treatment to people they know
when they think patients and
DESIGN clothes, and have to expose their
body parts
families are not looking

Move from product to
Recovering Accepting Choosing Planning Learning Leaving Transitioning
organization (e.g.
Teaching & Explaining & Providing Continuing
Discharging Educating
product to “innovation,”
Assessing Estimating Options Care

PARTS WHOLES
Strategy of
PARTS

DESIGN MANAGEMENT
Move from product to Move from principle
the principle of the (e.g. brand “pillars”) to
organization (e.g. expression of the whole
product to “innovation,” in lived experiences in
product to “care,” etc) an organization

VALUES INTERPRETATION FACTS

INNOVATION INVENTION TRADITION

PARTICULARS CONNECTION UNIVERSALS

WHOLES SYSTEMATIZATION PARTS

THANKS!

kipumlee@gmail.com

http://placesofdesign.com

http://kipworks.com

twitter: @kipum

Four Meta-strategies for Design and Management

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Four Meta-strategies for Design and Management