Proof of concept: a lever for the regeneration of health organisations through the development of collective design capacities?

La preuve de concept: un levier de régénération des organisations de santé par le développement de capacités de conception collective ?

Caroline Jobin (), Sophie Hooge () and Pascal Le Masson ()
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Caroline Jobin: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, Sismo, Chaire de Philosophie à l'Hôpital - GHU Paris Psychiatrie et Neurosciences - Groupe hospitalier universitaire Paris psychiatrie & neurosciences [Paris]
Sophie Hooge: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique
Pascal Le Masson: CGS i3 - Centre de Gestion Scientifique i3 - Mines Paris - PSL (École nationale supérieure des mines de Paris) - PSL - Université Paris Sciences et Lettres - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique

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Abstract: The challenges of contemporary innovation – particularly in the health sector – call for a new transformation of organisations and, more broadly, of socio-technical systems. One lever for regenerating these organisations is the establishment of a regime of repeated and sustainable innovation. Through a unique case study, we explore the ability of proofs of concept (POC) to contribute to the development of collective design capabilities to support this regime. This case study is based on a design project entitled "rethinking medical emergency for elderly patients with loss of autonomy and patients with disability". It was carried out by the Research Chair in Philosophy at the Hospital and the design agency les Sismo, and financially supported by the French National Solidarity Fund for Autonomy (CNSA). Our analytical framework describing design-oriented organisational capacities has the virtue of outlining the plurality of forms that these collective design capacities can take, and of the actors who express and develop them thanks to the POC in a training-action type modality. The POC should be used as a "flash" method to validate value hypotheses, but also to develop and explore the organisational conditions (knowledge, skills, legitimacy, ...) that are missing to continue the collective design process, and thus initiate the regeneration of the organisation. Our study also underlines the methodological limits of POC in this mission, notably that of restricting the exploration to a few design alternatives, and moreover alternatives for which the experimental fields are already known and easily accessible. To identify and control the risk of fuelling a regime of "orphan innovation", we recommend that POC managers produce a Concept-Knowledge (C-K) design framework.

Keywords: Proof of concept POC; Innovation regime; Design-oriented organisation; Collective design capabilities; Hospital; Emergency; Preuve de concept; Régime d’innovation; Organisation orientée conception; Capacités de conception collective; Hôpital; Urgences (search for similar items in EconPapers)
Date: 2021-11-24
New Economics Papers: this item is included in nep-ppm
Note: View the original document on HAL open archive server: https://hal.science/hal-03416975v1
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Published in 9ème Congrès de l'Association de Recherche Appliquée au Management des Organisations de Santé (ARAMOS), Nov 2021, Créteil, France

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