Service Design and Service Thinking in Healthcare and Hospital Management: Theory, Concepts, Practice

Abstract

Intro -- Preface -- Contents -- Editors and Contributors -- About the Editors -- Contributors -- Service Design as a Transformational Driver Toward Person-Centered Care in Healthcare -- 1 Introduction -- 2 Service Design in Healthcare -- 3 Person-Centered Care -- 3.1 Background on Person-Centered Care -- 3.2 Transitioning Toward Person-Centered Care -- 3.2.1 Context -- 3.2.2 Roles -- 3.2.3 Process -- 3.2.4 Outcomes -- 4 Alignment Between Person-Centered Care and Service Design -- 4.1 Expert of One´s Own Life and a Holistic Mindset -- 4.2 Co-creation of Value -- 4.3 A Shift in Power -- 4.4 Focus on Needs Not Only Solutions -- 5 Catalyzing the Transformation to Person-Centered Care Through Service Design -- 6 Conclusion -- References -- Changing the Rules of the Game in Healthcare Through Service Design -- 1 Introduction -- 2 Theoretical Background -- 2.1 Service Innovation -- 2.2 Institutional Work -- 2.3 Service Design -- 3 Institutional Work in Healthcare Through Service Design -- 3.1 Creating Institutions -- 3.2 Disrupting Institutions -- 3.3 Maintaining Institutions -- 4 Characteristics of Service Design Practices and the Antecedents of Institutional Work -- 4.1 Multidisciplinary Practices and Institutional Complexity -- 4.2 Experiential Practices and Experiential Legitimacy -- 4.3 Participatory Practices and Social Position -- 4.4 Experimental Practices and Proto-institutions -- 4.5 Reflective Practices and Reflexivity -- 5 Discussion -- 6 Conclusion -- References -- Using Small Step Service Design Thinking to Create and Implement Services that Improve Patient Care -- 1 What Is Service Design Thinking? -- 2 Big Leap Versus Small Step Service Design -- 3 Case Study 1: Patient Appointment System -- 3.1 Improving the Patient Appointment Process as a Small Step Service Design -- 3.2 How to Build the Case for Different Stakeholders.