HEALTHCARE INNOVATION: BRINGING THE BUZZWORD • Is an important factor in individual innovative

TO REAL-WORLD HEALTHCARE SETTINGS behavior.

Buzzword- word of phrase, often an item of jargon on a
particular subject Skills That Promote Innovative Leadership
Innovation- New of its kind Discovery Skills How To Put Into Practice
Value-value for patients Associating Create connections between
problems or issues that are
INNOVATION seemingly unrelated to create
• Health Care Innovation something new or better; create
• Emerging Trends in Healthcare Innovation connections by talking to people
• Patient-Centered Innovation across and outside the
organizational lines; is a cross-
• Positive Deviance
pollinator.
Questioning Voice questions to better
The Value of Innovation in the Healthcare Setting understand the current state of
Client/Community: work/processes and how
• Lower cost of care current status can be disrupted,
• Improved satisfaction changed, or altered.
• Health promotion Observing Be observant; set aside what is
• Enhanced high-quality clinical care known and preconceived
notions to observe with an open
Hospitals: mind. Purposely do not judge by
• Safety and quality metrics improve observing. Try to see the world
• Save money through greater efficiency as if for the first time; consider
• Save money by eliminating waste everyday experiences and is
willing to look beyond the usual
• Improved clinical outcomes
places, and also consider a
• Patient/Family satisfaction
scene before and after people
arrive at it; be an
Hospital Personnel: anthropologist.
• Higher engagement/satisfaction Networking Use others in his/her sphere to
• Excitement/energy regarding change test ideas; consider people with
• Validation, empowerment, autonomy multiple backgrounds and
• Intrinsic rewards of problem solving differing perspectives; consider
unlikely partners to better allow
Innovation initial opposition to turn into a
positive force; be a collaborator.
Experimenting Pilot to ideas; enjoys trying new
experiences; be an
experimenter.
Driving Do not be willing to accept the
status quo- move beyond "just
doing your job" to circumvent
healthcare system bureaucracy
and barriers, adapt to changing
markets or environments, and
• Is the implementation of new products, services, or be able to overcome failures by
having a mind-set toward
solutions that create new value.
success; be a hurdler.
Key Features:
Producing Get the people to take chances;
1. Novelty
build a chemistry to get work
done; allow others to get the
2. Usefulness spotlight; lead when needed;
put in the time and energy-long
Differences Between Innovation Evidence-Based hours, deal with upcoming
Practice or Continuous Improvement Projects deadlines, create the best team;
lay out the goals and solves
problems, including improvising
In the real-world healthcare setting, high quality care when needed; be a director.
can be fostered by: Setting the Stage Consider the
1. Innovations setting/environment/workplace;
2. Translations of evidence-based practice into assess space and changes as
needed to invite stakeholders to
clinical care and/or decision-making
work together; be a set
3. Continuous improvement projects aimed at
designer.
improving processes or outcomes.

Innovation Leadership
What do you do if your organization refuses to Innovation Leadership Behaviors that Promote
innovate? Teamwork
Engaging Innovators Behavior Details
• Permission to Innovate - the 1st step to leading Navigation Assists with connections to other
innovation people to reduce barriers to
• Unleashing Creativity - a 2-step process that involves innovation. Expands boundaries
the following: beyond the current network to
unconnected groups to challenge
✓ Divergent Thinking - a broad search for multiple
assumptions.
diverse and novel alternatives.
Motivation Reads the environment and
1. defer judgement
encourages adaptation and
2. make connections change. Guides others to
3. go for quantity understand that the vision and
4. seek novelty the future may be imperfect
5. incubate Promotes collaboration to
stimulate engagement and instill
✓ Convergent Thinking-a focused and affirmative that there is value in diversity.
evaluation of novel ideas generated during divergent Accountability Clear-behavior expectations
thinking. allow the team to move in the
same direction, toward the same
goal. Ownership plus a
supportive environment
How can health professionals drive innovation within a
stimulates teams to be engaged
typical hospital setting?
in the creative process through
their freedom to "work," they will
Innovation Studio have greater impact.
• Ohio State University, College of Nursing through the Tolerance for Understands that change can be
Office of Innovation and Strategic Partnerships built a ambiguity messy; that change is not linear
place called the Innovation Studio. and that change is often
• A unique marker space where clinicians could meet complex. Understands that
with colleagues from different backgrounds to identify testing assumptions involves risk
and discuss challenges in healthcare, and develop taking. Understands that in
prototypes quickly at no cost. complex systems,
• User-centered design core concept. unpredictability and
interdependence are the norm
and that every member of the
Innovation Studio Model
team is a leader and innovator.

Leadership Resources to Engage Innovation

Resource Rationale
Product To provide funding for early-stage
development innovations.
fund
Law To establish a license agreement. To
department protect intellectual property by filing
a provisional patent application. To
assist with spin-off company
ventures and regulations.
Marketing To complete a market analysis. To
expert complete active marketing of the
innovation after compiling the
advantages of the current state of
the art and without disclosing
propriety details of the innovation.
To show passion for and assist with
championing the product, service, or
Teamwork Essential
technology.
Elements for Launching and Leading Innovation:
Manager To ensure progress in innovation
• Team-building development, including writing
• Teamwork reviews and reporting. To analyze
• Collaboration budgets, operating plans, financing
requests, use of funds and
regulatory compliance as needed.
• Team of 2 or more
• Team from different disciplines Internal Innovation -> Scrub Now And Prevent (SNAP)
• Disclose invention to the university Headed by the infection prevention nurse, Christine
8 weeks Rose, BSN, CIC at Cleveland Clinic Lutheran Hospital in
2016 that led to 95% compliance of hand hygiene in the
hospital.

External Innovation -> Cooling Vest for surgeons

This entry was submitted by an operating room nurse to
the Cleveland Clinic Innovations and has since then
been prototyped and licensed for mass production.

Emerging Trends in Healthcare Innovation

Three (3) Groups Working On Innovations:
1. Traditional Innovators • First noticed in 1970 when social researchers studying
2. Incumbent Players community resources in areas noted for their higher
3. Insurgents levels of poverty found some unusual circumstances
related to the nutritional status of children.
3 Categories That Impact Healthcare
1. Emerging innovations in buying and using healthcare The Principles Underpinning Positive Deviance
2. Emerging trends in healthcare technology innovations 1. Thinking inside the box.
3. Emerging trends in business model innovations 2. There are limits in the applicability of the solution
even though the resources are present because content
Emerging trends in healthcare technology innovations experts in the organization are not involved in the
• Telehealth development of solutions.
• mHealth 3. Communities and teams have a collective wisdom
• Augmented Reality/Virtual Reality that is sufficiently distributed among members that is
• Gaming adequate to address concerns.
• Artificial Intelligence 4. Positive deviants focus on getting work done in the
• Wearables safest and most effective manner.
• 3D Printing 5. Positive deviance reflects the saying, "it is wiser to act
• Robotics your way into a new way of thinking than think your
• Predictive Analytics way into new way of acting."

Service robots The Discipline of Positive Deviance

Care robots Jerry and Monique Stermin
Customer care robots • Two (2) social scientists developed a discipline and
subsequent mechanism for formalizing processes
associated with Positive Deviance in a way that was
Patient-Centered Innovation useful and highly effective.
Patient centeredness
• providing care that is respectful of and responsive to • An invitation to change
individual patient preferences, needs, and values, and • Defining the problem
ensuring that patient values guide all clinical decisions. • Determining the presence of Positive Deviance or
groups
Positive Deviance: Advancing Innovation to Transform • Discovering uncommon practices or behaviors
Healthcare • Program design
The Origins of Positive Deviance Positive Deviance • Monitoring evaluation
Descriptions: • Scaling up
• An act that is outside of the norm, but may actually be
heroic rather than negative. Step 1: Invitation to Change
• Involves behavior that over-conforms to social • Obtain a sense of how the community perceives the
expectations. issue.
• Takes the opposite approach to traditional design and
problem-solving. Step 2: Defining the Problem
• Places the community at the center of the problem- • Evidence-based approach to problem definition.
solving process, with the belief that the best solution
can be found within the community members Step 3 and Step 4: Identifying Positively Deviant
themselves; it is about cocreation, designing Individuals, Groups, and Practices in the Community
intervention within communities rather than for • Highly engaged, interactive, and rationally based
communities individuals.
• Behavior that is outside the norm but with no • Reflective and capable of objectively analyzing issues
intention to harm. and circumstances using goal-oriented approaches to
solve problems.
• Creative and innovative, independent and unbound by
routine and structural or organizational limitations.
• Positive and diligent and not easily dissuaded.
• Is unconstrained by other's behaviors or approaches. Core of Design Thinking
• Seeks approaches to problem resolution that are • the ability to reframe persistent challenges and their
immediately practical, applicable, and useful. potential solutions.

Step 5: Program Design Design Thinking is well suited to systematically and

• At this stage, leaders formalize unique approaches collectively address complex problems because:
discovered from working with a community's positive 1. Design is a structure for the unknown.
deviants. 2. Design facilitates shared language.
• Should identify replicable behaviors, processes, and 3. Design allows for shared ownership.
best practices that adequately and sustainably provide 4. Design makes the abstract tangible.
solution to the issue.
Step 6 and Step 7: Monitoring, Evaluation, and Scaling DIFFERENCES IN IMPROVEMENT (COMPLICATED) and
Up DESIGN (COMPLEX) METHODS
Evaluation - systematically and objectively examining
the effectiveness, efficacy, and impact of particular IMPROVEMENT (COMPLICATED)
actions on a defined goal.
• Prioritizes evaluation of limited set of possible
Monitoring - more consistent and is focused on the
solutions.
long-term effectiveness and efficacy of a particular
process considering previous expectations or goals. • Well suited to address problems that have
Scaling up-reflects the community's commitment to predictable solutions. Promotes consensus building
broad-based action. (convergent)
• Aims to uncover what is important to consumers
"One phone call, that's all it took." - Pierce Brosnan within a particular experience.
• Empathy research focuses on what people think to
"Do not go where the path may lead, go instead where reveal improved outcomes
there is no path and leave a trail." - Ralph Waldo DESIGN (COMPLEX)
Emerson
• Prioritizes comprehensive understanding of
"You must do the one thing you think you cannot do." - underlying problems.
Eleanor Roosevelt • Well suited to address problems that have
unpredictable solutions.
• MEASURING INNOVATION and DETERMINING ROI • Promotes opposing ideas and debate (divergent)
• DESIGN THINKING for HEALTH CARE LEADERSHIP and • Aims to uncover what is important to consumers in
INNOVATION their everyday lives.
• NEGOTIATING COMPLEX SYSTEMS • Empathy research focuses in what people feel to
reveal new/disruptive outcomes.

DESIGN-THINKING PRINCIPLES
MEASURING INNOVATION and DETERMINING RETURN
Design-thinking framework
on INVESTMENT
1. Empathetic Engagement
2. Radical Collaboration
INNOVATION AS INSURANCE
3. Rapid Prototyping
Metrics - a way to measure performance and mitigate
Design Thinking and Systems Thinking
risk.
Power, Privilege, and Equality
Types of Risk:
Design Thinking is not Magic
• Technical
• Market
PROCESS
• Execution
Design Thinking Structure
• Financial
Putting it all together: The Rhythm of Design
MEASURING INNOVATION and DETERMINING RETURN
on INVESTMENT

DESIGN THINKING for HEALTHCARE LEADERSHIP and

INNOVATION
Figure 5.1 Iterative design process
DESIGN THINKING - is an action-oriented problem-
solving framework
DISCOVERY PHASE (DIVERGENCE)
DEFINE PHASE (CONVERGENCE)
DEVELOP PHASE (DIVERGENCE)
PROTOTYPE PHASE (CONVERGENCE)
DELIVERY PHASE (IMPLEMENT AND EVOLVE)

NEGOTIATING COMPLEX

SYSTEMS THREE CONCEPTS OF COMPLEX SYSTEMS

• Complexity Science
1. Networks are more powerful than hierarchy.
2. Information is the currency of influence.
3. Predictability is limited.

Complex relationship

informal-interconnected relationship span across titles

people, teams and department are included

TABLE 16.1 Tools for Sharing Information Among Team

Members
Tool Impact to Information Flow
Shared Allows easy access to updated
storage drive documents and files for review
Team wiki Allows anyone to update information
site and ask questions about that
information in a transparent way
Chat systems Allow real-time interaction of team
(Slack, Skype, members to clarify, confirm, or deny
etc.) information as it is received

THREE WAYS TO INFLUENCE COMPLEX SYSTEMS

1. Right information at the Right Time
2. Ground-Up Innovation
3. Challenging the system

Characteristics of Early Adopters

• They adopt the latest technology first.
• They use the latest evidence in their practice.
• They continually proposes solutions to team issues.
• They are willing to try unproven solutions.
• They are comfortable with failure.
• They have a history of adapting quickly to new
situations.