Presentation by Tye Farrow in Singapore on June 25, 2009 at the 6th World Congress on Health and Design advocates design quality standards that recognize the true human experience of being in a hospital setting.
2. Patient-focused care & healing
environments have been espoused
in the industry for 25 years.
3.
4. “Healthy people, healthy communities…”
Often staff entrance located in the back of hospitals, where they walk past the dirty laundry and the biohazard storage rooms.
22. “So much of long term success is
based on intangibles. Beliefs and
ideas. Invisible concepts.”
Isadore Sharp,Chairman and CEO,
Four Seasons Hotels, Resorts and Residences
23. What are some of “the givens”
of working with intangibles?
26. It’s the result of a process that
pays little attention to precisely
defining and monitoring
human-centered design quality
standards.
27. Well…how can this be fixed?
Design Quality Standards
that take into account the
human nature of design
28. . . .created through open
inquiry that explores aspects
of the hospital environment
that decision makers may
never have considered
29. Using an dialogue and discovery
process that draws on the work
of leaders in learning and
group dynamics, including:
Donald Schoen: reflective practice, MIT
Chris Argyris: organizational learning, Harvard
Karl Weick: “sensemaking,” foreseeing problems, Michigan
Malcolm Knowles: adult learning principles
Kurt Lewin: experiential learning
William Isaacs, dialogue & thinking together, MIT
48. The Angus Reid Report
• Report based on anonymous interviews
with six healthcare client representatives,
undertaken by an independent North
American research firm1
1. Angus Reid Strategies
www.angusreidstrategies.com
49. The Angus Reid report feedback
“...learned as much about ourselves as
we did about the principles of design.”
“...raised expectations for what is possible.”
“...that iterative process
was really important.”
50. “...provide hope and inspiration.”
“...optimum balance between reaching all the
desires of the facility and maintaining cost
effectiveness.”
The Angus Reid report feedback
51. Interviews with six healthcare clients representing these projects:
Credit Valley HospitalKaplan Medical Center Colchester Regional Hospital
Thunder Bay Regional Health SciencesBluewater Health Kelowna General Hospital
52.
53.
54. The learning process
“We learned what our own important
values were in terms of design features
– they weren’t sold to us, they were
actually developed by us.”
55. “…created a shared sense of
responsibility for the outcome of our
design standards amongst
stakeholders and the architects.”
Shared responsibility
56. Specific and meaningful
“The design standards we developed were
specific and meaningful to our project
stakeholders.”
58. Co-creation process
“The process of developing and
implementing design standards could be
described as one of “co-creation” for what
was achieved.”