Summary
Healthcare in the United States often struggles to innovate in delivering optimal patient experiences across acute and non-acute settings. However, those service designers who work within large health systems get to experience first-hand on why it is extremely hard to implement changes in a singular or multi-level service interaction across healthcare touchpoints. In this case study, you will hear first hand learnings on how to influence the decision-making process of solutions that shape the patient and the clinician experience.
Key Insights
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Healthcare design must prioritize patient safety above all, making timing and stability critical factors.
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Design changes in healthcare can mean the difference between life and death, elevating the stakes for service designers.
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Service design in healthcare requires multi-layered collaboration across infrastructure, leadership, clinical teams, and external regulations.
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Carol identifies three strategic approaches to healthcare design: top down, sideways (cross-disciplinary allies), and across (middle management and frontline engagement).
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Participating in meetings not led by design and actively listening can build trust and influence without direct leadership.
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Using standardized patients (actors) in simulation sessions allows safe testing of healthcare interactions when real patient involvement is not feasible.
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A framework of problems, goals, and tasks bridges clinical needs with technical development effectively, echoing CRM methodologies.
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Design in healthcare is experimental; success depends on organizational appetite and positioning within the ecosystem for innovation.
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Effective design respects existing workflows and legacy systems instead of assuming a blank slate.
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Facilitating collaboration and incremental progress fosters meaningful change, avoiding overwhelming stakeholders with radical shifts.
Notable Quotes
"Safety is the number one priority in healthcare design because if the patient is not stable, nothing else matters."
"Any change we make in healthcare can mean the difference between life and death, so timing is everything."
"Designers are often perceived as high risk to the business, which conflicts with healthcare’s safety-first mindset."
"Being present in meetings not led by design and listening can be more powerful than leading every conversation."
"Over perfection is less effective than showing progress and building rapport with stakeholders."
"We dropped the word prototyping for simulation because it resonated better with clinicians and learning departments."
"Actors as standardized patients allow safe practice of healthcare scenarios when live environment testing is too risky."
"Design is not a blank slate; it is about respecting legacy and building on what was already done."
"Good trouble is part of our craft—it's about making the right amount of disruption to improve healthcare."
"If you come in wanting to change everything at once, you won't get the response needed to make your work meaningful."
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