pinn at EHMA 18

Formal presentation of pinn at EHMA congress 2018.

pinn is the Onsanity’s system to measure the potential of innovation of a health organisation.
The system has been designed to be more than an organisation’s assessemenet, to be presented to managers, it’s also a practical tool to define, in a didactical way, what does it mean innovate. The process of capturing the data from all the members of the organisation is as valuable as it is the processed data that express the diverse innovation profiles inside the organisation.

EHMA Book of abstracts 2018

 

Library

Bibliographic references are classified in 3 main chapters:
– Science and technology
– Creativity and design
– Business and management

A 4th group is aimed at the field of participation and collective intelligence.

Although books do not always fall exactly in one of these categories, it is a simple organization, which helps a first fit of the interest of each work.

Ciència i tecnologia

Schwab, K. (2017). The fourth industrial revolution. Crown Business.
Schwab, fundador i president executiu del Fòrum Econòmic Mundial, pronostica una quarta revolució industrial. Les tecnologies impactaran en totes les disciplines, economies i indústries a un ritme sense precedents. En pocs anys veurem l’ús comercial de materials 200 vegades més forts que l’acer i un milió de vegades més prim que un cabell humà, trasplantament d’òrgans artificials impresos en 3D, cotxes sense conductors i molt més. Governs, empreses, societat civil i individus, hauran d’afrontar un futur ple d’incerteses.

Kaku, M. (2015). The future of the mind: The scientific quest to understand, enhance, and empower the mind. Anchor Books.
Els darrers avenços en neurociència i física, deixen entreveure un camí, que tot i que encara en el terreny de la recerca, és ple de sorpreses: telepatia, control mental, avatars, telekinesi, enregistrament de records i somnis, projectar pensaments i emocions, entre d’altres. El que interessa no és tant a on  s’arribarà sinó el que es descobrirà pel camí.

Pentland, A. (2014). Social physics: How good ideas spread-the lessons from a new science. Penguin.
La física social tracta sobre el flux d’idees i sobre la forma com les xarxes socials humanes difonen les idees i les transformen en comportaments. El humans deixem un rastre digital de tal magnitud, que la quantitat de nova informació que tenim sobre l’activitat humana és ara molt profunda. Es poden predir amb certa precisió patrons d’intercanvi d’informació en una gran empresa o una ciutat sencera, i així mirar de maximitzar la intel·ligència col·lectiva d’un grup per fer-lo millor.

Davis, S. (2011). Monster Under the Bed. Simon and Schuster.
Un altra de les conseqüències del fet que el coneixement creix sense parar és la necessitat de reformular els models d’aprenentatge. De fet una bona part de les habilitats i el coneixement que fem servir no l’hem après a l’escola, sinó a casa i a la feina. Una bona part del nou coneixement està associat directament al món digital i per tant les tecnologies digitals tindran un paper determinant en l’aprenentatge.

Creativitat i disseny

Chou, Y. K. (2016). Actionable gamification: Beyond points, badges, and leaderboards. Octalysis Group.
El disseny enfocat a la funció i la forma deixa pas a una nova estratègia que busca optimitzar la motivació i el compromís de l’usuari. Per a combinar els camps del joc i de la psicologia del comportament, Yu-kai Chou ha definit el model Octàlisis. 

Chesbrough, H., Vanhaverbeke, W., & West, J. (Eds.). (2014). New frontiers in open innovation. Oxford UP.
Mantenir-se competitiu implica col·laborar amb altres, i els mecanismes subjacents de com ser eficients en la cooperació són objecte de recerca des de molts angles. El canvi de paradigma que ha suposat la innovació oberta demanda noves tècniques i models de treball

Hill, L. A., Brandeau, G., Truelove, E., & Lineback, K. (2014). Collective genius: The art and practice of leading innovation. Harvard Business Review Press.
Els bons equips saben com treballar de forma col·laborativa en la solució de problemes, saben com fer aprenentatge guiat pel descobriment i saben com integrar la presa de decisions en el procés.

Kelley, D., & Kelley, T. (2013). Creative confidence: Unleashing the creative potential within us all. Crown Pub.
Dos dels experts més destacats en innovació, disseny i creativitat ens mostren que tots i cadascun de nosaltres som creatius. En un text entretingut i inspirador, basat en la seva experiència a IDEO, David i Tom Kelley exposen els principis i les estratègies per aprofitar el propi potencial creatiu, tant en el treball com en la vida personal.

Creswell, J. W. (2013). Research design: Qualitative, quantitative, and mixed methods approaches. Sage publications.
Es presenten els mètodes de recerca, els aspectes ètics, l’aproximació teòrica i la combinació de mètodes de recerca. Pot ser molt útil com a llibre de consulta per a dissenyar estratègies de recerca. 

Brown, T. (2009). Change by design.
Exposa la visió del pensament de disseny en tres etapes: “inspiració”, en què identifica una oportunitat; “Ideació”, en què concep solucions generals; i “implementació”. Diu que el disseny està centrat en l’ésser humà, integra tecnologia i economia, comença pel que els humans necessiten, però sobretot tracta d’entendre la cultura i el context en el que les solucions han de prendre forma.

Simon, H. A. (1996). The sciences of the artificial. MIT press.
Simon explora l’organització de la complexitat i la ciència del disseny, un treball d’intel·ligència artificial. Des del caos, els sistemes adaptatius, o els algorismes genètics fins als rols de les organitzacions i els mercats.

Negoci i gestió

Osterwalder, A., Pigneur, Y., Bernarda, G., & Smith, A. (2014). Value proposition design: How to create products and services customers want. John Wiley & Sons.
Els mateixos autors del Business Model Canvas, proposen un senzill procés de disseny i assaig de propostes de valor pensades per que s’adaptin a les necessitats i desitjos dels clients.

Wade, W. (2012). Scenario planning: A field guide to the future. John Wiley & Sons.
Una guia de camp per a identificar les tendències que podrien afectar l’entorn en el que treballem. Es mostra com crear escenaris plausibles a partir de les incerteses, i com descriure l’evolució des d’on s´és ara, fins on els escenaris ens podrien conduir en el futur.

Ries, E. (2011). The Lean Start-up. How Constant Innovation Creates Radically Successful Business. Portfolio Penguin.
El primer principi que defensa Lean Startup, és que tothom és un emprenedor en potència. Per a iniciar i guiar el procés de creació de nous productes i serveis cal mètode i ordre, i un dels aspectes clau és que l’esforç i els recursos s’han de gestionar molt bé per acabar tenint èxit.

Frank, B. (1958). How I raised myself from Failure to success in selling. Hartcourt
Bettger, un dels venedors més ben pagats d’Amèrica, revela les seves experiències personals i explica els principis que va desenvolupar i perfeccionar amb els anys. Exposa anècdotes instructives i pautes sobre com desenvolupar un estil i un esperit propis per vendre.

Participació

Page, S. E. (2017). The Diversity Bonus: How Great Teams Pay Off in the Knowledge Economy. Princeton University Press.
Hi ha força evidència que els equips amb diversitat entre els seus membres tenen major potencial que els equips més homogenis quan realitzen tasques complexes. El “bonus” de la diversitat a més de la millor resolució de problemes, inclou més innovació i la realització de prediccions més precises. Le riquesa i les diferències cognitives, associades grus amb diversitat, influeix en que les organitzacions puguin tenir major rendiment.

Laloux, F. (2014). Reinventing organizations: A guide to creating organizations inspired by the next stage in human consciousness. Nelson Parker.

 

Senge, P. M. (2006).  The fifth discipline: The art and practice of the learning organization. Broadway Business.
Les primeres quatre disciplines es centren en desenvolupar un enfocament individual, construir una visió compartida i comunicar-se com a equip. Però la cinquena disciplina, anomenada “pensament sistèmic”, implica analitzar el complex sistema de relacions de l’organització i eliminar els obstacles que limiten l’aprenentatge signifivatiu de l’organització.

Surowiecki, J. (2005). The wisdom of crowds.  Anchor.
La “saviesa” col·lectiva es basa en l’agregació de la informació del grup, i pot donar lloc a decisions millors de les que podria haver pres un membre del grup.  Surowiecki presenta nombrosos exemples d’aplicada als negocis i a la millora de la societat en general.

Practicing collective innovation

This site presents a set of practices, designed throughout innovation projects, shared with healthcare people and institutions.
‘Collective Innovation’ competencies is a main cornerstone in professional development, as well as the secret behind the success of many organisations.

Practices are structured in 9 chapters based on the dintoolkit model for knowledge mining:

With mindfulness, life’s in the moment.

People who meditate are happier, healthier, and more successful than those who don’t. Those amazing benefits of practicing meditation and mindfulness make you want to try it yourself.

Settle in
Find a quiet space. Using a cushion or chair, sit up straight but not stiff; allow your head and shoulders to rest comfortably; place your hands on the tops of your legs with upper arms at your side.

Now breathe
Close your eyes, take a deep breath, and relax. Feel the fall and rise of your chest and the expansion and contraction of your belly. With each breath notice the coolness as it enters and the warmth as it exits. Don’t control the breath but follow its natural flow.
Stay focused
Thoughts will try to pull your attention away from the breath. Notice them, but don’t pass judgment. Gently return your focus to your breath. Some people count their breaths as a way to stay focused.
Take 10
A daily practice will provide the most benefits. It can be 10 minutes per day, however, 20 minutes twice a day is often recommended for maximum benefit.

More

An elephant never forgetting

Within a clan of elephants all members are known to one another and, since a clan will usually have at least 100 adult members, and may have twice that, this means an adult can recognise and have meaningful social relations with that many other individuals. A figure of between 100 and 200 acquaintances is similar to the number of people with whom a human being can maintain a meaningful social relationship—a value known as Dunbar’s number. To deal with so many peers, and remembering details of such large ranges may require big hippocampuses. These structures, one in each cerebral hemisphere, are involved in the formation of long-term memories. Compared with the size of its brain, an elephant’s hippocampuses are about 40% larger than those of a human being, suggesting that the old proverb about an elephant never forgetting may have a grain of truth in it. The Economists June 2017

Creativity

Practices to understand how ideas are produced and managed
Ideas P/ If you were an animal?
Thinking 
P/ Thinking as a designer
(Large white space with hand. Antoni Tapies.)

– Creativity techniques
– Creativity management
– Laziness of thinking
– Inspiration, solution and test

Tech-mix

Practices to understand te impact of technology in innovation
Environment  P/ Working in the future
Mentality  P/ Designing the human
(Original de l’Atlàntida. Jacint Verdaguer)

– Exponential knowledge production
– 4th Revolution. Convergence: Digital + Physical + Biological
– Humanised robots, augmented humans and collective intelligence
– Innovation based on digital competencies
– Augmenting humans

Collective Intelligence at HCist17*

If we put participation as the extreme of an axis, the other extreme of the axis could be marginality. So, it’s like saying participate or die. It may sound radical but that’s probably the right way to see it. Health participation has another axis: between professionals and patients.
Participation is a complex multidimensional matter, from one hand, it’s becoming a citizen’s right, and for the other it’s like a new scale relative to the citizen involvement in everyday personal life. + [Slides]
International Conference on Health and Social Care Information Systems and Technologies HCist17

Critical lab results consensus

It was hard to believe, but there is no consensus about what values should be informed as critical results, neither in the labs of the same organitsacion (ICS). So, a real-time Delphi, methodology “health consensus” (HC), with motivating and participative questions was applied. The physician was expected to choose a numeric value within a scale designed for each analyte. The medians of critical results obtained represent the consensus on critical results for outpatient and inpatient care. [Paper]

PINNTS a AIFiCC

El curs PINNTS promou l’Aprenentatge pràctic de la innovació. Tots els conceptes i models que es proposen al curs s’apliquen d’una banda a entendre casos reals d’innovació i de l’altra a desenvolupar el projecte d’innovació triat i proposat des del propi entorn professional dels participants.  El curs PINNTS aplica les tècniques de coLearning, classe inversa i aprenentatge basat en projectes, entre d’altres. [Programa]

Health Consensus 2012-2017

[p] J.M. Monguet, A. Trejo, T. Martí, J. Escarrabill. Health Consensus: A Digital Adapted Delphi for Healthcare. (2017). International Journal of User-Driven Healthcare V.7 (1)

During 5 years, a prototype of Health Consensus, has been gradually improved through its application to a large number of real cases. The digitally adapted Delphi, supported by the various capabilities of Internet, is a useful and expandable tool for participative processes. Internet, definetly provides several opportunities to overcome many of the limitations of conventional Delphi, as well as improving the final studies with new functionalities. + [Paper]

Innovation barriers in healthcare

A study to identify the innovation barriers in the health area, reveals that professionals are quite aware of the limitations in relation to innovation in the healthcare system. In a scale from 1 to 6 the level perceived of healthcare innovation was of 2.61, it is to say a ‘relatively poor’ level.
The first step of the study has consisted on a consensus panel with 16 experts, from the region of Catalonia, that has allowed to test and improve de model. Next stride is to consensus the strategies to go over difficulties and limitations.

+ [Conclusions] (Cat.) .
Participation in the initial trial still open in +[PINNTS/HealthConsensus] (Cat.)

Current participants in the project:  UPC, CKC, Onsanity.
Other institutions willing to participate are welcome.

To be continued

Multidisciplinary research on sex

[p] A Multidisciplinary Approach to Sexual Behavior Profiles: The SEX360 Model
García-Cruz, E., Monguet, JMª, Marre, D., González, M., Peraza, M. F., Sánchez, C. & Alcaraz, A.  Sexuality & Culture, 1-11.

Real-time Delphi dynamics was used to develop a multidisciplinary questionnaire for defining individual sexual behavior profiles. The questionnaire was developed by a panel of experts with research experience in the fields of urology, gynecology, psychology, anthropology, and sexology. A specific approach was applied to assign a bias to each question, shifting the center of gravity of each 6-point scale, depending on the relevance of each question for the diverse variables of the model. The resulting bias was translated to a factor to be applied to the score. + [Paper]

Health planning with Geo-CI

[cp] Geospatial collective intelligence for health planning: A case study for screening tests in the city of Esmeraldas, Ecuador.
Vélez, A. F. J., Fierro, J. M. M., & Terán, L. (2017, April). . In eDemocracy & eGovernment (ICEDEG), 2017 Fourth International Conference on (pp. 167-172). IEEE.
A spatial Delphi is applied to improve the territorial distribution of health services. A geospatial collective intelligence approach, allows selecting suitable areas for the allocation of equipment, supplies, and services of health-screening tests for pregnant women in Esmeraldas (Ecuador). + [Paper]

Opnion Survey in Health Research

Level V: Opinion: Survey Design and Execution
Principles and practice of surgical research. Vall d’Hebron Hospital. 23 Junio 2017, [Program]
Delphi Online Opinion Surveys (DOOS) has a great future in the design of research projects in the field of surgical research. The combination of participatory methodologies allows constructing a solid base from which to beguin research. + [Slides]

Collective Spatial Analysis

4[p] Collection and Integration of Local Knowledge and Experience through a Collective Spatial Analysis.
Castillo-Rosas, J. D., Diez-Rodríguez, J. J., Jiménez-Vélez, A. F., Núñez-Andrés, M. A., & Monguet-Fierro, J. M. (2017). ISPRS International Journal of Geo-Information, 6(2), 33.
A prototype of a WEB-GSDSS allows a group of people to participate anonymously and asynchronously in a decision-making process to locate goods, services, or events through the convergence of their views. Two case studies for planning services in districts of Ecuador and Italy were carried out + [Paper]

[cp] Geospatial model e-health planning collective intelligence
Vélez, A. F. J., Rosas, J. D. C., & Fierro, J. M. M. (2016, March).
In eDemocracy & eGovernment (ICEDEG), 2016 Third International Conference on (pp. 121-125). IEEE.
A collective intelligence spatial model allowing creation of geospatial patterns on the territorial allocation of equipment and health services considering the needs of population. + [Paper]

Data

Practices about anticipating innovation
Social phisics P/ Network building
Data P/ Visualization of data
(Batlló house. Antoni Gaudí)

– Social interactions
– Data collection and formalisation

How is your network?

leadersPhil Willburn proposes 3 Key Network Principles for  High Performing Leaders and proposes a method:  Leader Network Diagnostic 

Structural Diversity (or open)  

Good networks are open. Open networks are those where the people you know are not all connected to each other. This creates what is called “structural diversity” of a leader’s network. Leaders with open networks are more likely to hear new information before others and are better able to merge dissimilar ideas and capitalize on opportunities that require this integration. They tend perform better, are promoted more rapidly, enjoy greater career mobility, and adapt to change more effectively

Cross Critical Boundaries (or diverse)

Good networks are diverse. Connections that cross critical boundaries in the organization provide additional diversity – and many of the same advantages of open networks. Much of the work of leadership involves working across vertical, horizontal, stakeholder, demographic, and geographic boundaries for group and organizational success. Individual leader’s network connections form the bridges that span these boundaries and allow for collective action. 

Quality Relationships  (or deep)

Good networks are deep. Leaders who build deep, quality relationships with others are able to exchange information, resources, and skills with individuals from different backgrounds. These deep relationships provide valuable perspective and resources, including social support and camaraderie in the workplace. Building high-quality relationships with others is estimated to be four times the predictor of performance than other network predictors.

Critical skills for innovative jobs

According with the work Educating higher education students for innovative economies: what international data tell us, the critical skills for the most innovative jobs are:

1. Come with news ideas/solutions
2. Willingness to question ideas
3. Present ideas in audience
4. Alertness to opportunities
5. Analytical thinking
6. Coordinate activities
7. Acquire new knowledge
8. Mobilise capacities of others
9. Make your meaning clear
10. Master of your own field

“Design thinking has inspired various tertiary education institutions and programmes in the world, be they degree-granting or not. Examples include the d.school at Stanford University (United States), the design factory at Aalto University (Finland), the i-school at Tokyo University (Japan), or the Master’s in innovation, design, entrepreneurship and arts (IDEA) at EMLyon business school and Ecole Centrale de Lyon (France), the Srishti School of Art, Design and Technology in Bangalore (India). Numerous other innovative initiatives try to develop all sets of skills for innovation by rethinking their teaching and make sure that students can get deeper and broader learning.”
“Given these developments and the skills needs of economies driven by innovation, a research agenda for the higher education community is to evaluate whether these programmes actually manage to develop a broader mix of skills for innovation and whether their graduates end up in highly innovative jobs….”
“… While the Bologna process has already led to a certain shift towards more skills-based approaches to higher education programmes, a new challenge is to remould the disciplinary culture of the faculties that remains predominant in higher education into a skillsbased culture.”