 |
 |
 |
 |
 |
 |
|
|||||||
|
|
| March 2012 |
|
|||
| Bootstrappers and Mavericks: A Framework for Understanding What Drives Community Clinics California HealthCare Foundation, March, 2012 Community health centers (CHCs) were responding in widely different ways to their environments—sometimes even when the challenges seemed similar. The volumes of data available on CHCs did not fully explain such differences in approach. This study employed ethnographic research to examine the culture and identity of health centers through the lenses of the people who work and receive care there. Ethnography is based on fieldwork in which researchers observe and talk with people in their natural environments. The findings led to a new framework for understanding the motivations behind clinic activities. The framework was used to generate an array of potential options that CHCs can use to be more secure as pressures on their market environment increase in the era of healthcare reform. |
||||
| November 2009 |
|
|||
| The winners of the California Management Review’s Annual Accenture award are Sara Beckman and Michael Barry for their article, “Innovation as a Learning Process: Embedding Design Thinking.” The Accenture Award is given each year to the authors of the article published in the preceding volume of the California Management Review that has made the most important contribution to improving the practice of management. Articles are initially judged by CMR's editorial board. The final selection is made by a distinguished panel of senior executives. Articles are judged on their contribution to the study and practice of contemporary management, their originality and relevance to current issues in management, and their clarity of style and expression.
The video above is a graphic-audio presentation by Roger H. Shealy of the award-winning article.
To receive a copy of the article itself, please email your request to issue@pointforward.com. Sara Beckman is a faculty member in the Operations and Information Technology Management Group at Haas School of Business. In their article, Beckman and Barry outline four core elements of design thinking -- Observation, Framing, Imperatives (needs or design principles), and Solutions. They ground these elements of design thinking in models of how people learn, describing which learning style is best suited to each element of design thinking. By doing so, they provide a model for achieving innovation among members of a team with different learning styles. Their model can be applied across a wide range of sectors, from hardware and software products to services to architecture. "The innovation process as a learning model suggests that teams be composed of individuals who are polar opposites in how they take in and transform information," Beckman and Barry write. They add, "Good teams behave like bicycle racing teams, where individuals are assigned positions in the race because of their strengths, not because of seniority or some other measure." |
||||
| June 2009 |
|
|||
| Kaiser Permanente National Quality Conference, Portland, Oregon
How do you drive performance improvement and inspire innovation across an organization as large and complex as Kaiser Permanente? Ethnographic research provides a rich understanding of patient and staff experiences on the front lines of health care. At the conference, Kaiser Permanente Care Management Institute experts, Estee Neuwirth and Carol H Cain, along with Point Forward, shared knowledge and insights on how to create videos that can be powerful drivers for organizational change, improvement, and innovation. Participants experienced the power of ethnographic video stories to capture the voice of the customer and highlight previously unknown unmet needs. The video produced by ethnographic research is a breakthrough tool for communicating with and motivating innovation teams and corporate leadership. |
||||
| March 2008 |
|
|||
| Y2E2 also sets new standards for collaboration Stanford Report, March 3, 2008 Nobody likes moving. There are boxes, things get lost, nobody can find your new office and the phone always takes longer to reconnect than planned. That said, the move to Y2E2 came as good news to Stanford's environmental researchers. For them, the building promises the ability to work closely, in the physical sense of the word, with colleagues in many disciplines. A month after packing and unpacking, Dick Luthy, the Silas H. Palmer Professor of Civil Engineering and a senior fellow at the Woods Institute for the Environment, said that even as the moving process was under way, he could sense a difference. "Prior to moving into the building, casual interactions with colleagues in other disciplines were rare outside of organized activities. It is apparent already in just one month that those days are over. We all are experiencing a greater social dynamic across all areas of energy and environment." When the building was first conceived, scholars, planners such as Point Forward, and architects were intent on promoting multidisciplinary interaction through architecture. Studies have shown that unscheduled encounters are critical for knowledge-based organizations. As Luthy said, "It's one thing to plan a meeting, it's another thing altogether to be confident that on a daily basis one will run into someone and get new ideas." |
||||
| November 2007 |
|
|||
Bring modern lighting to the 1.6B people currently without electricity |
||||
| June 2006 |
|
|||
| Patient Experience at Alegent Health Alegent Health is the largest not-for-profit, faith-based healthcare system in Nebraska and southwestern Iowa with nine acute-care hospitals, more than 100 sites of service, over 1,300 physicians on its medical staff and roughly 8,600 employees. Alegent has launched a broad-based initiative with Point Forward to significantly improve patient experience in a number of treatment areas. Ted Schwab, the first Chief Innovation Officer in healthcare, says, "By allowing Alegent Health physicians and employees the opportunity to dream, create, and experiment with new ideas, we have the potential to create solutions to some of our most pressing healthcare challenges --stemming rising costs, advancing quality, creating better access for under served populations and enhancing physician partnerships." |
||||
| December 2004 |
|
|||
| Exploring the Human Side December 7-9, 2004, San Francisco, Calif. The story of Fridge Pack was presented by Mark Abel, Alcoa Packaging Division and Gary Waymire, Point Forward on Day One of the conference. Attendees learned how ideation based on insights from ethnographic research is increasing revenues for Alcoa & Coca-Cola. |
 |
||
info@pointforward.com |
||
| home | about | services | results | news | contact | Copyright 2012 Point Forward Inc. | |
