Scoping the Design Space for Data Supported Decision-Making Tools in Respiratory Care:Needs, Barriers and Future Aspirations

There is an increasing demand from healthcare providers for timely and accurate information about patients’ conditions, to support appropriate decision making about their needs. Often, healthcare providers have limited data access due to complex issues surrounding sharing agreements and data recording and storage. Designing data-supported decision making (DSDM) tools in this environment is challenging, as they often fail to fully integrate into practice. Existing work focuses on implementing tools such as dashboards and smartphone apps to support decision making practices. However, these tools often operate independently from main systems, and there is limited HCI research on the challenges of designing and integrating such tools into long-term health-care delivery. We describe our participatory design research with clinical and service management staff on a respiratory care ward. We use the process of designing a DSDM dashboard to explore larger challenges behind designing DSDM tools for healthcare providers

The Diffusion of an Organisational Innovation: Adopting 'Patient-Focused Care' in an N.H.S. Hospital Trust

This paper deals with the diffusion and adoption of an organisational innovation, ‘Patient-Focused Care’, at a British Hospital Trust. We will be discussing how PFC emerged in the U.S. context, was propagated by policy makers, and judged worth adopting by organisational decision-makers. In providing an analysis of the case, we are attempting to bridge the gap between the policy context on the one hand [and], the organisational context on the other hand. The paper shows the importance of the ‘local’ context in shaping the adoption of a ‘global’ organisational innovation. The ‘appropriation process’ will play out in context-specific ways in terms of conflicts between managers and expert professionals; the way the ‘foreignness’ of the innovation plays out; and the way public policy-makers can influence the appropriation process. Most importantly, the paper intends to show how the cognitive boundaries of the N.H.S. as an ‘organisational field’ are beginning to move beyond national borders