RESEARCH AND DESIGN METHODS

IN HEALTHCARE

Michael Hawley Megan Grocki Adam Connor

@madpow

@hxdconf

THE CHALLENGE

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Synthesize

Create / Refine

Observe / Evaluate

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OBSERVE/EVALUATE: USER RESEARCH

TESTING &

VALIDATION

•  Usability Testing, Desirability Testing

•  Identifies user experience

considerations and guides design

FOUNDATIONAL &

INSPIRATIONAL

•  Ethnography, Contextual Inquiry,

Interviewing

•  Informs overall design direction

and aligns teams

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•  Applies to many stages of design lifecycle

•  Informs product roadmap

•  Generates actionable feedback

•  Builds awareness of user-centered approach

USABILITY TESTING & VALIDATION Structured analyses for uncovering user experience considerations.

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FOUNDATIONAL RESEARCH

We have

market

research

I know this

market pretty

well

We’ve just got to

get this thing out

the door

You’re the

designer, just

make it look

good

Steve Jobs didn’t

do research, did

he?

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Why Research? Design is Decision Making Copy Trends

Experiment, Learn and

Adjust

Intuition or Preferences

Informed by Research

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FOUNDATIONAL RESEARCH

“There is surely nothing quite so useless as

doing with great efficiency that which should not

be done at all.”

- Peter Drucker

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•  Layers of coordination for care, billing,

compliancy, privacy

•  Best of intentions to develop an app or

product may prove ineffective when

considering entirety of experience

RESEARCH IN HEALTHCARE Complexities and interconnectedness challenge designers.

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STEP 1: WHAT QUESTION ARE YOU ANSWERING?

Concept Business Task/

Workflow

Usability User

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Step 2: WHAT METHOD TO USE?

http://www.useit.com/alertbox/user-research-methods.html

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RESEARCH OUTPUT

Personas and

Motivations

Scenarios &

Stories

Design

Principles

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Synthesize

Create / Refine

Observe / Evaluate

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ICE BREAKING SYNTHESIZE: JOURNEY MODELS

ê  Personas include a narrative, but sometimes we need more detail than a snapshot can show

ê  Journey models help us write a narrative or illustrate a visual story of interactions and relationships

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ICE BREAKING BRINGING THE AUDIENCE TO LIFE

ê  It’s not just about a couple of interactions or opportunities, it’s about the big picture, over the course of time

ê  It’s easy to get lost in data and demographics, but don’t forget about the “soft” elements

ê  See the whole story, not just one key glamour shot

span numerous channels.

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ICE BREAKING OUTSIDE –IN, NOT INSIDE OUT

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ICE BREAKING WHAT IS A JOURNEY MODEL?

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ICE BREAKING WHAT IS A JOURNEY MODEL?

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ICE BREAKING WHAT IS A JOURNEY MODEL?

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ICE BREAKING WHAT IS A JOURNEY MODEL?

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ICE BREAKING WHAT IS A JOURNEY MODEL?

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ICE BREAKING WHAT IS A JOURNEY MODEL?

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ICE BREAKING

Source: Andrea Resmini & Dan Willis

ê  How it could be

(happy path)

ê  How it really is

(more realistic path)

POTENTIAL VS. REALITY

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ICE BREAKING HOW ARE JOURNEY MODELS USED?

ê  Create strategic vision prior to

detailed design

ê  Build consensus with stakeholders,

showing opportunities across the

ecosystem

ê  Identify key interactions to

prototype and test

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ICE BREAKING HOW DO YOU MAKE A JOURNEY MODEL?

ê  Identify the patients or users

ê  Craft realistic scenarios

ê  Develop the best template type

ê  Review research & fill gaps

ê  Create the journey map or model

ê  Share and iterate (ongoing)

ê  Don’t forget to use them!

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ICE BREAKING WHAT DO YOU INCLUDE IN A JOURNEY?

ê  Goals

ê  Timeline

ê  Emotions

ê  Touch Points

ê  Actions

ê  Opportunities

ê  Perceptions

ê  Motives

ê  Expectations

ê  Audio

ê  Video

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ICE BREAKING TELLING THE STORY AND KEEPING THE JOURNEY ALIVE

ê  Shout from the rooftops!

ê  Display prominently in work areas

ê  Invite the personas and their journey models to meetings

ê  When new research is done, update the journey model

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Synthesize

Create / Refine

Observe / Evaluate

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Solution Solution

Solution

Solution

Solution Solution

Solution

Solution Solution

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ê  Getting agreement on which concepts to refine, eliminate, and

eventually which to choose, can take a very long time.

ê  Never enough time and money to fully flesh out and evaluate

every idea with users.

ê  As projects progress, new requirements and constraints often

emerge.

ê  Late involvement from key stakeholders can disrupt flow and

restart “What if…” thinking. aka: Swoop-n-poop

CHALLENGES…

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Design Studio = +

Synthesize

Create / Refine

Observe / Evaluate Solution Solution

Solution

Solution

Solution Solution

Solution

Solution Solution

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Sketch Present Critique

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Sketch Present Critique

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Sketch Present Critique

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Sketch Present Critique

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ê  Cross functional representation

ê  Include Key Stakeholders!

ê  6-20 people

ê  Participants are divided into balanced teams of 3-6 people.

WHO’S INVITED?

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http://www.john.do/blog/wp-content/uploads/2010/08/mouse-trap-1.jpg

ê  Personas

ê  Scenarios

ê  Design Principles

ê  Business Goals

ê  Materials: a timer, paper, black

markers, tape, red & green pens,

butcher paper

THE SETUP

FOUNDATION AND MATERIALS

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ê  Each group is assigned a scenario and corresponding scenario.

ê  Groups may work on the same or different scenarios and personas

based on the goals and time constraints of the workshop.

ê  For each scenario groups will sketch, present, critique and refine their

design ideas over the course of 3 rounds.

STARTING THE ACTIVITY

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Rectangle Ellipse

Triangle Wavy Line

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WHAT HAPPENS

Individuals sketch 1 idea

in 5-8 minutes based on

ideas and critique shared

in the previous charrette.

WHY

Allow individuals to form

their own conclusions on

the strongest ideas.

1 2 WHAT HAPPENS

Teams collaboratively

sketch 1 idea for 20-25

minutes based on the

previous 2 charrettes.

WHY

Understand how groups

compromise and where

consensus has surfaced.

33 ROUNDS (CHARRETTES)

WHAT HAPPENS

Individuals sketch as

many ideas as they can

come up with in 5-8

minutes.

WHY

Generate as many ideas

as possible without time

for over-analyzing.

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ê  Analyze ideas against the personas, scenarios, goals and

principles that frame the project.

ê  Collectively identify which ideas are most important in creating an

effective design.

ê  Avoid group-think, design-by-committee and preferential based

decision making.

CRITIQUE HELPS PARTICIPANTS TO…

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THE AFTERMATH

http://www.youtube.com/watch?feature=player_embedded&v=bPNyK7XTy6o

ê  Identify and discuss common

themes, patterns and

components.

ê  Document and open questions

and assumptions.

ê  Collect all of the sketches.

ê  Regroup the design team to

consolidate into one core concept.

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FROM SKETCH TO FINAL DESIGN

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ê  Good ideas can come from anywhere. With Design Studio we get

more of them.

ê  It helps build a shared understanding of the problem space and

different perspectives individual team members have of it.

ê  It surfaces key considerations and requirements early in the

design process.

ê  It speeds up the design timeline in a project by building consensus

faster than the traditional process.

ê  Builds a shared sense of ownership and collaboration in the

creation of the solution.

DESIGN STUDIO BENEFITS…

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Synthesize

Create / Refine

Observe / Evaluate

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THANK YOU

Megan Grocki Experience Design

Director

@megangrocki

Michael Hawley Chief Design Officer

@hawleymichael

Adam Connor Experience Design

Director

@adamconnor