cpni for pni2.org
TRANSCRIPT
continuous PNI Some observations on merits,
values, challenges and barriers
Dr. Harold van Garderen Presentation for the PNI Institute meeting d.d.
Friday January 13, 2017
P h o t o : A n d r i u s A l e k s a n d r a v i č i u scPN
I pro
ject
s
Collection
Sense making Return
Intervention
Catalysis
PNI
Planning
Figure from Working with Stories in Your Community or Organization: Participatory Narrative Inquiry by Cynthia F. Kurtz.
cPNI solutions develop through
iterative application of(full) PNI cycles
Continuous can mean “daily”, but
also frequent/periodic
P h o t o : A n d r i u s A l e k s a n d r a v i č i u scPN
I pro
ject
s
Collection
Sense making Return
Intervention
Catalysis
PNI
Planning
Figure from Working with Stories in Your Community or Organization: Participatory Narrative Inquiry by Cynthia F. Kurtz.
cPNI solutions develop through
iterative application of(full) PNI cycles
Continuous can mean “daily”, but
also frequent/periodic
PNI is certainly useful for gaining Insights on a project basis. But services organisations deal with day2day fluctuations. For example patient experience and security. That is why cPNI seems a more natural fit for them than for product-based
organisations unless the products are part of services delivery.
Same holds for applications related to Human Resources. When employees have daily contact with customers, the need for cPNI is more prominent than for example in office-based organisations. Governments and municipalities seem to work mainly
project based thus far ….. unless in security and safety (previous sheet)
Sometimes it takes a few initial mini-applications (we call Inception projects) to find the right combination of needs and resources for a novel customer. Next an Insight
project can be done to delivery deeper Insights and to lay the foundation (StoryForm, StoryDashboard, respondents, etc) for continuous application.
The conversion of one-off to continuous however often takes subsantial changes to all aspects: planning, collection, catalysis, sensemaking, interventions, return. In an
Impact project often lots of new stakeholders are impacted which is good but can be challenging.
Hel
ping
stor
ies?
??R e p e a t e d m o t i v a t i o n
D o e s t h e S t o r y F o r m m o t i v a t e t o s h a r e a n o t h e r S t o r y n e x t
t i m e ?
O rg a n i s a t i o n a l D r i v e D o e s t h e c u s t o m e r
o r g a n i s a t i o n d r i v e t h e s h a r i n g p r o c e s s ?
N e t w o r k m o t i v a t i o n D o s t o r i e s f r o m o t h e r u s e r s o r i n s i g h t s o r c h a n g e s r e i n f o r c e
t h e w h o l e p r o c e s s ?
F i re P l a c e A p l a c e t o m e e t , w h e r e i t i s
w a r m a n d c o s y ( a n d / o r i n t e r e s t i n g ) , s o t h a t s h a r i n g
e x p e r i e n c e s w i t h t h e n g r o u p , f e e l s n a t u r a l o r h e l p f u l .
D i a r y B o o k Yo u r p r i v a t e l i t t l e c o r n e r t o r e f l e c t o n t h e d a y, b u i l d
a s e r i e s o v e r t i m e a n d s h a r e i n
c o n f i d e n c e w i t h v e r y f e w
S t o r y P o i n t A p l a c e t o d r o p y o u r i n d i v i d u a l o b s e r v a t i o n o n
v e r y p u b l i c i s s u e s s u c h a s
i n t e r n a t i o n a l t r e a t i e s Va
riety
Con
nect
Sys
tem
s
Fam
ily-d
irect
ed c
are
Challenge Move from a professional Qualitymark organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence) Over 5000 experiences, some 250
per month. 11 hospitals have adopted the Golden Smiley.
Results Based on StoryReports (3/yr),
hospitals spot and act on issues and opportunities found.
Fam
ily-d
irect
ed c
are
Challenge Move from a professional Qualitymark organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence) Over 5000 experiences, some 250
per month. 11 hospitals have adopted the Golden Smiley.
Results Based on StoryReports (3/yr),
hospitals spot and act on issues and opportunities found.
Fam
ily-d
irect
ed c
are
Challenge Move from a professional Qualitymark organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence) Over 5000 experiences, some 250
per month. 11 hospitals have adopted the Golden Smiley.
Results Based on StoryReports (3/yr),
hospitals spot and act on issues and opportunities found.
Fam
ily-d
irect
ed c
are
Challenge Move from a professional Qualitymark organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence) Over 5000 experiences, some 250
per month. 11 hospitals have adopted the Golden Smiley.
Results Based on StoryReports (3/yr),
hospitals spot and act on issues and opportunities found.
Fam
ily-d
irect
ed c
are
Challenge Move from a professional Qualitymark organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence) Over 5000 experiences, some 250
per month. 11 hospitals have adopted the Golden Smiley.
Results Based on StoryReports (3/yr),
hospitals spot and act on issues and opportunities found.
Fam
ily-d
irect
ed c
are
Challenge Move from a professional Qualitymark organization to a patient-as-observer
Quality Assessment strategy
Status (Impact —> Independence) Over 5000 experiences, some 250
per month. 11 hospitals have adopted the Golden Smiley.
Results Based on StoryReports (3/yr),
hospitals spot and act on issues and opportunities found.
Fam
ily-d
irect
ed c
are Sharing & evaluation of meaning
Children/parents are elicited (quided asking) to share a specific story from all their experiences
and answer some questions about them
Fam
ily-d
irect
ed c
are Sharing & evaluation of meaning
Children/parents are elicited (quided asking) to share a specific story from all their experiences
and answer some questions about them
In your experience staff acted?Straight from the heart
Only using their brain Just with their hands
Cust
omer
exp
erie
nce
Challenge Assess customer experiences on
control, freedom and hospitality for Dutch Rail
Status (Insight —> Insight, Impact)
Sending out over 50.000 tweets to 260.000 @ns-online followers
harvested some 800 stories and
Results Lots
Insights over entire customer journey Good and 2bimproved staff practices
Passenger-passenger interaction
Cust
omer
jour
ney
Please note PNI tends to
augment positive and negative experiences
So its not representative nor
validated in the classical sense
It’s ideal for early warning- and
improvements, but it ain’t the perfect
solution for everything
Cust
omer
jour
ney
Please note PNI tends to
augment positive and negative experiences
So its not representative nor
validated in the classical sense
It’s ideal for early warning- and
improvements, but it ain’t the perfect
solution for everything
Staf
f cen
tral
Gewaardeerd voelen
Controle hebben Vrijheid ervaren
1
2
4
3
Staf
f cen
tral
1
2
3
4
More insights Cluster 1 shows
that being valued relates strongly to
staff
Cluster 2 shows control relates to
delays and “other”
Cluster 3 connects “atmosphere” to
freedom
Cluster 4 is suggests not being
valued relates to delays and
crowdedness
Gewaardeerd voelen
Controle hebben Vrijheid ervaren
1
2
4
3
Staf
f cen
tral
1
2
3
4
More insights Cluster 1 shows
that being valued relates strongly to
staff
Cluster 2 shows control relates to
delays and “other”
Cluster 3 connects “atmosphere” to
freedom
Cluster 4 is suggests not being
valued relates to delays and
crowdedness
Gewaardeerd voelen
Controle hebben Vrijheid ervaren
1
2
4
3
Observing patterns in the data, combining multiple data items and subsequently digging deeper into the stories
and vice versa to develop competing hypothesis of what might be going on is at the heart of catalysis
Once that is done, it is ideally the customers jobs to make sense, draw conclusions, design a set of interdependent
experiments, carry them out.
Meanwhile the “whole” process continues (and practice evolves) so that impact due to the experiments and/or
autonomous developments might co-occur and mingle.
Take home messagescPNI seems to fit best with and appeal to services intensive organisations
Keeps the “softer side” into or near to the focus of attention w/o becoming “too playful”.
cPNI is not simple continuous application of an existing PNI application
It takes changes in the StoryForm
Organising a continuous stream of responses ain’t straightforward
Various incarnations of the StoryDashboard are needed
Operational, “Research” and “Quality”, Management
Further innovation of the application must be aligned with making the customer organisation less dependent from “you”.
So organise for Independence. Especially for change management applications.
Work with specialised partners to achieve this
Thank youMarco Koning, Msc
Erwin Duurland, Msc [email protected]
dr. Tom Porter, Msc [email protected]
dr. Harold van Garderen [email protected]