7 Pillars of INNOVATION

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7 Pillars of INNOVATION by Mind Map: 7 Pillars of INNOVATION

1. Leadership

1.1. [Image from http://aceleratucarrera.com/wp-content/uploads/2016/03/l%C3%ADder.jpg] Like a skilled chess player, leadership keeps the bigger picture in perspective, when leading individuals of a team, toward one common goal. Through recognition of each individual's potential and current capabilities, they guide each member of a team into the positions that will make the team strongest, in both the long and short term. By ensuring each individual understands where their contribution and priorities fit into the grand scheme of things, each member of the team is kept on track.

1.2. "If managers get it wrong, the career prospects of the people they manage might suffer." (Sabatier, 2016)

1.3. [Image from https://www.linkedin.com/pulse/20141009055405-68335342-great-leaders-vs-micro-managers] Example: Any coach of a sports team has a leadership role. Though players on their team may come and go, a good coach is able to judge the skills and talents of individual players and give input on how the talents can be optimized. They strategically place players on the field in a way that highlights the strengths of the team and minimizes their weaknesses. They motivate players through expressing their vision for the team, ensuring everyone realizes the importance their role plays in reaching the shared outcome of winning the game. A great coach can turn mediocre talent into a competitive team. Likewise, a coach lacking leadership qualities is likely to prevent a team of strong players from reaching their full potential.

2. Policy

2.1. "One goal should drive the development of any policy to address health care disparities. To ensure equitable, appropriate, effective, safe, and high quality care for all, with no gaps in services based on any medically irrelevant factor." (Commission to End Health Care Disparities, 2007)

2.2. Policy can be described as the agreed upon protocol put into place by an organization/government/group/etc. with the intent of achieving a desired outcome.

2.2.1. [Image from: http://www.laits.utexas.edu/gov310/PEP/policy/]

2.3. Example: According to the Commission to End Health Care Disparities in 2007, many healthcare policies have been implemented, as a result of the Healthy People 2010 initiative, with the desired outcome of ending health care disparities among minority populations in the US. One such policy places the responsibility of providing and paying for qualified interpreters for patients with limited English proficiency on the healthcare provider. Implementing this policy decreases the occurrence of misunderstandings between doctor and patient. Because accurate doctor/patient communication is critical to achieving positive health outcomes, there is reason to believe enacting this policy will aid in reducing healthcare disparities among non-English speaking minorities. (Chen, Youdelman, & Brooks, 2007).

3. Evidence-based practice

3.1. "The evidence, by itself, does not make the decision, but it can help support the patient care process." (Duke Uni., 2014)

3.2. Evidence-based practice is the responsible integration of the knowledge gained from today's most current research, along with knowledge about your patient and knowledge you have gained from previous experience, when making decisions as a healthcare professional. Using the evidence-based practice model, healthcare professionals are well equipped to make an informed and personalized decision to deliver the best care.

3.3. Example: One example used from the "Introduction to Evidence-based practice" website involved an elderly women with osteoarthritis of the hip who was curious about integrating a magnetic bracelet into her treatment plan. To provide her with the appropriate advice, her healthcare provider first needed to assess the current research out there, examining the effectiveness of magnetic bracelets with reducing hip pain associated with osteoarthritis. He found a RCT with evidence supporting the idea that magnetic bracelets could possibly help reduce her type of pain, though the evidence is not highly convincing. However, considering there are no significant side-effects involved and it was a gift from her granddaughter, he could let his patient know the bracelet is worth a try and she could decide for herself whether she finds it helpful or not. The results she reports back to him, can go into his 'clinical expertise bank', and possibly play a very small role in advising future patients on the use of such devices. On the other hand, based on the research he just found, this doctor does not have enough reason to start recommending the use of magnetic bracelets with all of his patients experiencing pain.

4. Finance

4.1. Example: To secure the funds necessary to move innovation forward Jumpstart is turning to the large companies that are likely to profit off of these future healthcare innovations. "Instead of getting pitched by entrepreneurs to fund the projects they want to work on, Jumpstart is taking pitches from would-be clients including HCA, Walgreens and Blues plans, and then matching them with developers that can turn their ideas into reality." (Kutscher, 2016)

4.2. [Image from https://www.celgene.com/story_pillar/medical-innovation/page/5/] Finance is a key pillar in the innovation of healthcare. Healthcare development can be very expensive and requires the intelligent use of money to move the industry forward.

5. Technology & Communication

5.1. "As healthcare companies continue on the path toward value-based care, patient-generated health data from wearables, in-home clinical devices and consumer health apps is now a vital part of building a holistic and sustainable connected health strategy to effectively communicate and engage with patient populations." (Pennic, 2016)

5.2. [Image from http://hitconsultant.net/2016/06/16/34452/ ] Example: Validic is an integrative digital health platform that connects patient data, collected at home, through apps and wearable health technology like the fitbit, to their doctors that can make valuable use of the information (Pennic, 2016). This innovative use of technology increases the amount of patient data accessible to the doctor while decreasing the time devoted to collecting it. Eliminating wasted time obtaining data leaves more time for doctors to have meaningful connections with patients over their care.

5.3. Technology and communication is an integral pillar for fueling innovation. It enables the free flow of ideas between minds from all over the globe, accelerating the pace at which ideas are able to spread. Not only does this allow a connection among innovative minds, but a connection between patient and doctor to share valuable data in ways that are more accessible, convenient and productive for everyone involved.

6. Outcomes

6.1. [Image from: http://blog.seattlepi.com/davidhorsey/files/library/Earmarks-11-26-10-web.jpg] Example: Generally, there are many factors influencing outcomes. Therefore, innovative ideas need to approach solutions from a comprehensive perspective. Australia's Quit campaign to reduce tobacco related health problems is an example of a successful outcome, due to their integrative approach.

6.2. "Innovation is the successful introduction of something new. And fundamentally, it is the direct result of questioning the status quo" (Barba, 2015)

6.3. Outcomes can be viewed as the impact of an innovation. Starting the innovation process with the desired outcomes in mind is a useful way to promote the development and implementation of productive innovations.

7. Innovative Process

7.1. "We take ideas from other people, from people we've learned from, from people we run into in the coffee shop, and we stitch them together into new forms and we create something new. That's really where innovation happens" (Johnson, 2010, t. 6:46)

7.2. The innovative process enables the formation of significant ideas by analyzing issues in various alternative ways. When individuals push themselves to think outside of their own framework, they become even more powerful as a collaborative team, where multiple dynamic approaches can be manipulated or combined, with the common goal of reaching a significant and thorough solution.

7.2.1. Innovative Mind Alone

7.2.1.1. Ideas

7.2.1.1.1. Possible Solution

7.2.1.2. Incomplete Ideas

7.2.1.2.1. Stagnate

7.2.2. Collaborative Innovative Team

7.2.2.1. More Innovative Minds

7.2.2.1.1. More Incomplete Ideas to expand upon

7.2.2.2. More Possible Solutions

7.2.2.2.1. Doesn't Work

7.2.2.2.2. Works!

7.3. Example: The creation of the "neonurture device" as introduced in the 2010 TedTalk by Steven Johnson.

7.3.1. Collaboration of Prestero's Team [images from https://www.slideshare.net/designthatmatters/neonurture-the-car-parts-incubator ]

7.3.1.1. Need an incubator locals can repair themselves

7.3.1.1.1. Design an incubator out of familiar equipment

7.3.1.2. Give $40,000 incubator to village in Africa

7.3.1.2.1. Breaks

8. References