I identify with this concept in so many ways, because wherever I see the future being born (which is everywhere), I always see hope. It’s a key reason I like to take pictures, to capture and remember it (and the human spirit).
I see people attempt to design around hope or try to design it away, and I always ask, “why would you want to oppose something so unstoppable in the human existence?”
Quick tip: Just don’t do it 🙂
Chris then told us about Jackie.
The photograph at the top of this post is of Jackie Lynton (@JackieLynton), in 2014, at the Innovation Learning Network in person meeting in Washington, DC. I believe she asked me to photograph her next to the image of Colin Powell, which is very fitting if you ever met Jackie.
As Chris relayed to us, Jackie is now fighting for her life.
Lynton sees her role as supporting and taking advice from people on the frontline and says it’s unhelpful when people describe her as the leader of Change Day. “We work in a hierarchical organisation,” she says. “Developing a social movement within a hierarchy is challenging enough. For me to then stand up and say I’m the leader of Change Day totally takes away from the fact that it’s a grassroots movement.”Jackie Lynton, The Guardian, 2014
You know it when you see it. Human spirit.
It is an unstoppable force, it’s beautiful, and we’ll forever be drawn to it and the people who harness it to change everything.
This was my conclusion based on a question asked by a colleague which was “How much does it cost to have a designer on your team?” at this year’s first Innovation Learning Network in person meeting. With new streamlined hashtag (#ILN) and twitter handle – @ILNMuse
It almost appears that ILN was a sideline to a busy week back then, but it was a lot more than that. My blogging has also evolved sinc ethen.
This time, more organizations are seeing the value of design and designers and asking critical questions more about “why not have a designer” rather than “why have a designer / design” as part of innovation.
And…through the work of colleague Christi Zuber, RN, PhD candidate (@czuber) we have an understanding of the characteristics of people who achieve success in innovation, in a way that crosses organizational structure, job titles, etc. Check it out in the photos below.
Thanks to our hosts Northwestern Medicine (@NorthwesternMed) and Salesforce (@Salesforce) Ignite as well as to Chris McCarthy (@McCarthyChris) and the team from Hope Lab (@HopeLab), who I hope will read this post and tag themselves in the social networks of their choice 🙂 .
As the title of the post says, thank you people of the Innovation Learning Network (@HealthcareILN) for a truly just-in-time learning experience in Austin, TX, USA.
There is a lot to be gleaned from this group, because of the people, and also because of the way they structure time.
Not everyone needs or wants to be sitting to learn (some do wall sits, though :)) and it seems hard for many conference organizers to think of learners as actual adults. Not so here. The best announcement was made before the meeting, “The venue is two miles away, feel free to walk to it.”
Innovation continues to be difficult, I still don’t know exactly what it is, I just know what I am, and therefore a network serves a great purpose.
Speaking of knowing who I am, I believe every attendee checked themselves with Crystal (@CrystalKnowsMe), AI to the rescue….
I think the theme from interacting with the people here is that innovation is hard, and (not but) there is a lot of passion. It’s really helpful to hear the scripts that organizations use to either support or control (or is it “center”?) innovation. A lot of them sound the same, almost down to the word. To me, that validates the existence of a network like this.
I come for the innovation safaris… and to meet new amazing friends….
As part of Innovation Learning Network’s (@HealthcareILN) in person meeting, I visited Hendrick Motorsports (@TeamHendrick) with colleagues, who have very little experience with NASCAR, and now that we’ve visited, we have a healthy appreciation, as can be seen from the Wikipedia entry about them:
All Hendrick race cars are constructed start-to-finish at the 100-plus acre Hendrick Motorsports complex in Concord, North Carolina. More than 550 engines are built or re-built on-site each year, with the team leasing some of those to other NASCAR outfits. Hendrick Motorsports employs over 500 people that perform many day-to-day activities. In 2009, Hendrick Motorsports made history by having three out of the five drivers finish in the top three places in the point standings (Johnson, Martin, and Gordon).
That’s just to orient people who are not familiar with who Hendrick Motorsports is. 312,000 twitter followers are 🙂 .
Photos of/from Hendrick Motorsports
Lots of takeaways:
The concept of team – the pit crew are the athletes here. They are on a regular workout program, monitored for their fitness, in a pretty complete gym on site.
The concept of accountability – we watched as precision parts were stamped with the initials of the staff who created/worked on them. Everything is traceable back to the person. When there are problems, human error is easier to manage than a problem that’s systemic to an automobile part.
Respect for the customer – in this case, the sponsors – the vehicle haulers are immaculate and great care / attention is given to supporting the sponsors image and reputation (you could say the analogy is the employer who sponsors an employee’s health insurance)
Quality control and winning – there’s a prize (a win) that results when everything is done right – a goal that makes people want to innovate and incrementalize as much as possible
Innovation through constraint – there are things about the NASCAR cars that are specified and must meet specification. There’s a process that is gone through to change this spec. For example, 2015 will be the first year where digital gauges will be in the cars. Right now they are analog, and there are very few allowable sensor technologies. There are 2 3D printers on site as well….
We were not allowed to take photographs in any of the production areas so we’ll just record this with our minds. The facilities were clean, orderly, and showed to my eyes a respect for the job at hand.
As usual, I saw many analogies to health care…Thanks Hendrick Motorsports for the tour and the ability to imagine how the discipline here could be applied to health care.
As you can see from the video below, Military Health System has made great strides in the care of our defenders. It is also transitioning, like the rest of health care, to become a health oriented as well as a health care oriented system.
#ILN14 Robb: “Everyone knows someone in neighborhood who ‘wasn’t quite right’ when they came home, we’re reducing that – that’s innovation"
Last day always includes the official robe ceremony, which was presented to Chief Innovation Officer Rachel Foster. Thank you for the awesome collaboration and connection to an incredible group of people. Thanks a ton to Rebecca Solomon from Deloitte and Stacey Dula also from Deloitte for being part of our awesome ILNdc planning team!