俄亥俄州州立大学蒂姆丽笙法学的协作创新

“Be kind to yourself during times when you are really uncomfortable because that’s when the growth is occurring—that’s when you’re going to be your most creative and impactful.” – Tim Raderstorf, Chief Innovation Officer at The Ohio State University College of Nursing

为什么故事对创新过程有关？分享故事的创新者可以灌输哪些值？创新领导者如何激发创作者告诉和分享他们的成功和失败故事？

我们说话和蒂姆•Raderstorf首席创新icer at俄亥俄州州立大学护理学院以及学术企业家的主管Erdős Institute。To top it all off, he founded theInnovation Studio是一个民主化创新的制造商，为每个竞技团队提供与资金，工具和指导所需的创新，以便将想法转化为行动。Tim shares his innovation story along with stories of other innovative leaders who effectively apply the “yes, and” approach.This approach improves organizations’ ideation rate: a way to measure innovation in companies in which the amount of positive ideas divided by the number of active participants. According to Tim, the higher the ideation rate, the higher your return on investment for innovation. You can connect with Tim onlinkedinandTwitter。

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This episode is powered by Untold Content’sinnovation storytelling乐动体育266。在这种沉浸式和互动的故事驱动的经验中增加购买。您的团队在哪个讲故事技术的最新项目，原型和投票 - 并通过25个史诗般的创新故事的史诗例子来启发。

Katie:[00:00:04]Welcome to Untold Stories of Innovation, where we amplify untold stories of insight, impact and innovation. Powered by Untold Content. I’m your host, Katie Trauth Taylor.

Katie:[00:00:19]我们今天的客人是蒂姆罗斯特罗夫。他是俄亥俄州州立大学护理学院的首席创新官。他是Osu的创新工作室的创新工作室，与伯尔尼[Bernadette] Melnyk叫做一本书Evidence Based Leadership, Innovation, and Entrepreneurship in Nursing and Healthcare。He’s, of course, also head of academic entrepreneurship at the Erdős Institute and a TED X speaker. Tim, thank you. I’m so honored to have you on the podcast.

Tim:[00:00:46]So honored to be on podcast, Katie. Thanks for thinking of me.

Katie:[00:00:49]绝对地。所以你在学术界。也在医疗保健世界。你能告诉我一些关于创新的方式吗？你知道，驾驶你做什么吗？

Tim:[00:01:03]当然。所以作为一名护士，我现在已经参加了护理专业10年。而且有点这么无尽的座右铭是护士，它是“看到一个问题，解决问题”。这与我看到的创新途径直接相关：“看到一个问题，解决问题。”因此，在过去十年中，在我的教育和惯例中被交织在一起。But it impacts my day to day in a much broader sense now that I’ve moved into this chief innovation officer role college nursing, because my role has shifted from leading innovation or creating innovations, which I still do, but not nearly as much as I lead and empower others to be innovative and democratize innovation across our system. So innovation at Ohio State occurs in many different ways. And we take an incredibly broad lens to what isn’t health, because we believe that just about everything in the world is health. So as we dove in and talk about the things that are going on within our system, you may think that, well, that’s not something you use in the hospital, but it impacts the health and well-being of people on a much broader scale. So we’re taking a very wide lens on what can be constituted as innovation and an even wider lens on what could be constituted as health and health and well-being.

Katie:[00:02:31]我很感激你提出的概念democratizing innovation and obviously coming from a university background.

Katie:[00:02:37]I am also a former university professor and now in the startup world. But.

Tim:[00:02:42]没有说恢复？

Katie:[00:02:43]确切地。永远，永远在我心中。当然，我将是。但我爱，你真的......你的......。你有两个......你有一只脚，我应该在两个世界上说，真的。我喜欢那样的。如此民主化，特别是创新的民主化。这对大多数人的教师或教授或学术界领导人来说都是非常紧密的价值。我喜欢你的TED谈话，如果听众没有看过Tim的TED谈话，请转到YouTube并检查出来。这是“创新的参与奖杯模型以及它的工作原理，”这是我所有时间最喜欢的TID谈论标题的蒂姆。 Well done.

Tim:[00:03:25]Thank you. It was like one of 60 that I had to choose from. I decided I was going to go for it.

Katie:[00:03:30]I’m sure. But what I love about that is you start with the story about identity and the ways in which we can sort of label ourselves in a limiting way. And you say that and I know I’m going long winded here, but this gets back to the idea that innovation should be democratized if it’s not exclusive to only a subset of the population or only those people who are doing it in formal ways or whose job titles include the word innovation. Right. You make this beautiful argument in the TED talk that that everyone innovation must be democratized because people all have this ability to problem solve and look around their current situation that the current work that they’re doing, the current lives that they’re leading, communities that they’re part of and be able to see it through the lens of problem solving.

Tim:[00:04:20]你知道,什么是最有趣的about it is that it’s evidence based, so we know that innovation is most effective when it is done by the people at the front line. Those who have the most intimate understanding of the problem. This comes from research from a professor at Kellogg School of Management named Dylan Minor. And he’s completely continued the study now at M.I.T.. But they look at what’s called the ideation rate, which I talk about in the TED talk. But it’s essentially not just the number of ideas that are generated, because when people hear ideation, they just say, great, let’s let’s come up with as many ideas as we can and we’ll throw them at the wall and see what happens, see what sticks, which is actually, I think, a decent start. But what the ideation rate that Minor refers to is the number of ideas that are generated by frontline staff with a very important “and” after that and the “and” is that those ideas have to be approved by management. So you generate ideas, management buys on, provides the permission of validation, and then you divide that number of the ideas that are approved by the total number of people in the system. And that’s your ideation rate. The higher ideation rate, the higher your return on investment for innovation. So it’s incredibly applicable to the health care professions because we have a particular nurse and we have this large group of frontline workers and you may have 50 to 100 direct reports reporting up to a manager or director. So all these people have these ideas and they’re coming forward. But that manager director may not be at the decision making level of the organization when it comes to budgeting and empowerment. So oftentimes these people are put in situations where they have to make tough decisions and start to default to a “no” when ideas come to them. So it’s incredibly important that organizations structure themselves so that they are empowering those on the front lines to bring their ideas forward and they’re empowering their leaders to say “yes, and” when people come to them with those ideas, so that way the system can capitalize on all the ideation that’s occurring and figure out a way to give both management and frontline staff a way to collaborate together on innovation.

Katie:[00:06:47]杰出的。好的。我想确保我理解你刚才所说的，因为我认为这是如此重要。我认为播客中的其他人提到了这种概念的思想率并使用它作为创新成功的测量。我知道它是有影响力的，就像你说的那样，这是一个基于证据的工具，或者，你知道，我们称之为验证的措施，如果你愿意。但我们没有在播客上谈过它。因此，为了提高您的观念率，您需要有管理层有培养的“是”的培养心态。目标是拥有更多来自管理层批准的前线员工的更多想法，并与管理层的期望和观点一致地对齐，这些观点是组织所需的需求。正确的？

Tim:[00:07:35]mmhm。确切地。

Katie:[00:07:35]杰出的。所以我认为讲故事必须在这方面发挥非常重要的作用。正确的。随时我们看到前线的人必须分享一个大想法甚至是一个小的改善创新理念，与最终决定是否绿色或杀死这种概念，总有一个讲故事的元素，对吗？

Tim:[00:07:56]好故事也许是最重要的pect of innovation, because if you can’t evoke emotion through story, then you’re not going to get the person at the end to buy in and get that “yes, and.” So you have to go great with them the what’s in it for me and make that the listener that the person hearing the story understand the value across the system, but explicitly for them. And so that’s what we coach up our innovators and entrepreneurs in is understanding your audience, knowing your audience, and tailoring your message to them so that they understand the wisdom.

Katie:[00:08:33]对，就是这样。And so it’s interesting, you know, from a management perspective, I love that advice you gave about having a “yes, and” mindset, trying to build upon the ideas of other individuals who you’re managing or leading. I think it’s also really critical for leaders and managers to be able to articulate their needs, their visions, their objectives, their goals to frontline staff. So, of course, that kind of strategic alignment is going to really get better support to the frontline person who has a great idea and who doesn’t want it to die just because they didn’t align it correctly with whichever, you know, part on the roadmap or strategic plan. It might not be their inability to fit it into that picture that it needs to fit into for management and leadership to say, yes.

Tim:[00:09:18]Absolutely, Katie. And it allows one other thing that’s really important. It allows for positive deviance. So even if people are working against each other in the system, if it’s positive deviance, that’s OK. So what I mean by this is: your management team, your leadership may have a vision for what’s occurring and there may be people within the front lines that see a better way to do that. And it allows them to push the boundaries of why their methodology may be better, faster or safer, cheaper for the team, for the patients, for whoever is involved. But if you don’t have that message from the leadership about where the direction of the organization is going, then everyone flounders. And it is, you know, move is aimed towards what feels like a moving target at times. Positive deviance is an incredibly important aspect of innovation within the system. And so so having a direction, a mission, whether it be flawed or not, is very important because it allows people to challenge it and test it.

Katie:[00:10:27]绝对地。Can you tell us about how this kind of innovation is a little bit different in health care than, say, in other sectors?

Tim:[00:10:36]当然。所以我喜欢说我作为医疗保健的首席创新官员的角色可能是最容易成为创新官的行业。并且允许，你知道，我们知道，我们正在录制在科迪德的围绕的播客。但直到三个月前，我会对你说，医疗保健不是一个爆裂的行业。而且我仍然有这种信念。但我认为我可能更有可能被证明是错误的，而不是我三个月前。但是我觉得这种方式的原因是因为医疗保健，行业本身，我们想到的是，当我们去医院或我们的护士从业者或医师诊所或任何地方，都是100％可靠的人类行为。这是患者的行为。但它也是那些正在运行系统的人的行为。如果您正在尝试更改系统并且它涉及大量的行为发生变化，则不会发生。它将是渐进的变化，最终会让你到那个点，如果你从一个到D，它会感到萎缩。 But because of the C and the B and C that are built in there that are incremental changes to get you there. That is how I view health care as an industry. Being able to be disruptive over the long game, over multiple incremental changes. So with that being the case, you know, I think as a healthcare innovator, you can’t go too far downstream. If it requires massive behavior change. So if you’re going to create a new drug or new therapy that could cure cancer. That’s absolutely something that can be disruptable. And can have a massive impact and go from A to Z. No problem. But because behind that, it’s usually someone writing a different script or making minor changes of behavior. But if you wanted to say, OK, we’re going to instead of having all of our oncology patients come in for weekly visits or monthly visits, we’re gonna shift that all to telehealth and then we’re gonna send a nurse to their house, every other telehealth visit. And then a pharmacist is going to come in between. That would be a massively disruptive behavioral component change to the system, and would take a very long time to get integrated. So there’s a long winded version of saying the things that happen in health care are and the innovations get adopted. I see them usually being innovations that have already been adopted by other industries, like, for example, secure text messaging has just come into the fray in the last two to three years in health care. But the text messaging has been around since, you know, 1999. And people were very comfortable with it. Other industries adapted and used the technology, but eventually got to the tipping point where health care said this is going to get used. We need to find a way to do it more securely. So when I look in health care innovation, I look for clinicians to be driving the innovations that come to light. Those people who understand the problems the most, they’re going to be driving the more disruptive innovations. And then people from the outside, your communication companies, whoever those may be, your health care distribution companies, they’re going to be doing incremental innovation and bringing that back to the system. And that’s likely going to be based off of successes that are occurring in other industries.

Katie:[00:14:13]你知道，我认为在医疗保健中的创新空间中有很多领导地位是身份，并帮助医疗保健系统中的每个人都认为自己有可能成为创新性。您对护士的思考是什么，LED创新以及护士应该和可以在创新中发挥作用的作用？

Tim:[00:14:35]So I think, this may be contrarian coming from a nurse, so I don’t love the term nurse led innovation.

Katie:[00:14:43]哦好的。我很想听到原因。

Tim:[00:14:45]我爱创新。我们不叫它physician led innovation. We don’t call it pharmacists led innovation, and we don’t call it environmental services led innovation. We don’t call it dentists led innovation. So why are we singling ourselves out as a profession that has already been pushed aside, and although we’re the largest profession in health care, we deliver 90 percent of health care worldwide. And there’s about four times more nurses that are practicing in the U.S. than physicians, which would be the second highest group. We have been placed to the lower end of the totem pole, but we’ve been leading innovation this whole time. Unfortunately, instead of, because we’re not in a position of power, we call our innovations work arounds and then we hide them from management because we don’t want to get in trouble for using tongue depressors and tape in creative ways. So we absolutely are innovators and nurses have been leading it since Florence Nightingale started the profession. But what we need to be doing a better job of is interprofessional innovation and interprofessional collaboration. And if we’re creating something for nurses, then we better be co-designing that with patient care assistants and patients, people that it’s going to be utilized on. If it’s something that’s going to be utilized with physicians, then we need to co-design with them and also bring in the engineering team and utilize each other’s skill sets and not try to be this jack of all trades, but to be this niche leader and innovator and leverage that and those people around us to rise the tide of all. So I’m a big believer and this is the main reason that we democratize innovation. You know, we really see a very large gift to start the Innovation Studio from Gary and Connie Sharpe, who own a company called Health Care Logistics. And, you know, I think they would have been OK with us saying, hey, we’re gonna do this nursing innovation program. But we knew that if we siloed ourselves off and set up a nursing innovation program, that wasn’t going to allow our students, faculty and staff to engage with new people across the system and learn how an engineer thinks about the same problem that a nurse is trying to solve or how a physician thinks about that problem. So when we do innovation, we don’t need to. We don’t need to put on the hat of the nurse or the hat of the physician or the hat of the pharmacist. We need to put on the hat of an innovator, and team member, and we need to have empathy and utilize the concepts of human centered design and design thinking. And that’s where we need to be focused on how we lead innovation, is by doing it collaboratively and collectively and having impact be our number one goal.

Katie:[00:17:33]我想我喜欢你在这里说的话。我认为你所说的是让我们所有人都称自己为自己的创新者。如果你对此充满热情，如果这是，你知道，让我们不知道，就像你说，隐藏它或者把它打电话给它，无论我们在哪个职业。让我们，打电话给自己的创新者。

Tim:[00:17:53]确切地。

Katie:[00:17:54]是的。是的。I would love to hear, Tim, some of the stories, the innovation stories coming out of OSU’s College of Nursing or the Innovation Studio or the Erdős Institute.

Tim:[00:18:05]当然。So let me start with the latter, because this may be the most interesting to you and your background with the Erdős Institute. So as I’m sure you’re aware, the US graduates somewhere between 40 and 60 thousand PhD students per year and there’s about four to six thousand PhD academic jobs for those individuals. So most of these people are never going to have a chance at the dream job that they initially started out to get and find that academic position that they’re hoping for and go tenure track and go out there and change the world. But these are some of the best and brightest and most motivated individuals within our country. And we pull in wonderful people from all over the world to come into the system. So what Roman Holowinsky, who is the founder of the Erdős Institute, started off with, was a series of boot camps that would help PhD students who were ending their matriculation through their program reframe their expertise as data scientists. And we would partner them with large or small to large organizations who are looking to hire data scientists. And together, they would go through this boot camp with their employees and the PhD students, and they’d be able to kind of see if this is the right fit and then have job placement on the back end. And this program has evolved to help, you know, students now at Ohio State, Rutgers, Michigan, all find employment after a tenuous PhD program and doing that outside of the traditional academic realm. But one of the other key components that Roman had envisaged was we shouldn’t only help PhDs find jobs that they love. We should help them create jobs that they love. So that’s what my role is at the Arizona Institute, is to run our entrepreneurship programs as the head of academic entrepreneurship and bring in PhDs, not just from Ohio State, but from, the schools that I mentioned and across the world to explore an entrepreneurial pathway, whether that be with their research or whether that be as a lead scientist, the chief science officer with startups as they’re getting off the ground.

Katie:[00:20:19]It’s incredible. Yes. So I’m beaming over here. I know that listeners can’t see that, but this is such an incredible thing. If you know, I ultimately went, of course, into industry and in my own way, in an entrepreneurial way. And it was so challenging. I think a lot of academics are trained to see themselves only in academic settings, especially in the humanities, I’ll admit.

Tim:[00:20:43]是的，凯蒂，它回到了全圈。我是由我不是的决定自己。不是我的。

Katie:[00:20:49]确切地。确切地。So that is it’s really incredible. I love that. I love that innovation story. Thank you for sharing that.

Tim:[00:20:57]当然。然后有其他令人惊叹的事情，我无法相信我得到报酬。一个是我在大约四年前推出的俄亥俄州州立州教授和医疗保健创新计划的硕士学位。这是一个完全在线硕士学位的创新领导，特别是在医疗保健方面。所以这是一个令人难以置信的课程。而且，你知道，我们正在从现在跨越全国各地的学生 - 我相信这是我们的第五个队列 - 刚刚开始上周。So it’s a pretty exciting time to be teaching health care innovation, because as we talked about, in the environment that we’re in right now, there’s so much opportunity and it’s going to be realized by the people who raised their hands and say, I’m willing to take on this problem. So that’s an incredibly exciting thing. And admittedly, we haven’t seen much of the fruits of our labor from that right now.

Katie:[00:21:59]You’re young. It’s young. Yes.

Tim:[00:22:00]It’s young, yeah. I mean, and we all started with PPE. And now that PPE is hopefully getting to a safer location for everyone. There’s going to be a lot of new and exciting ideas. And as people understand, COVID more and more, we’re going to figure out things that not only impact COVID, but impact the system and innovation for years to come. So, I mean, admittedly, like when everything hit, we went out, we bought a rack, you know, a storage rack that you can have that you can get at Home Depot. And we bought as many 3-D printers from Micro Center that we could that would fit on that. And we started printing masks and we started printing face shields and we started printing face shield holders.

Katie:[00:22:46]是的。

Tim:[00:22:46]And, you know, basically anything that we could, the ear protectors. And, you know, we’ve been dropping those off at the health system on a regular basis.

Katie:[00:22:56]And fun fact. We’re headquartered in Cincinnati, not far from you. And Cintrifuse converted its entire startup space into the exact same kind of structure, just filled it with 3D printers and started producing masks and shields as quickly as they could. It’s really incredible. It’s amazing.

Tim:[00:23:13]I mean, there’s companies all across like one at one of my very companies that a company out of Columbus is Aunt Flow, which provides feminine hygiene products to companies that and they’re organic and sustainable. And it’s just a really wonderful company. But they immediately shifted to making masks for a variety of reasons. But they realized that if they’re selling their products, we’re all B2B. And people weren’t coming to the office anymore than women weren’t going to be getting these products from their employers. They’re going to be purchasing them from home or, you know, through the Internet or at the grocery store or wherever. So they needed to find another revenue stream as well. And it’s a win win for everyone. And it’s been just so inspiring to see the ingenuity and the ability to adapt and pivot of companies that like Centrifuse, I mean, and Aunt Flo both well-funded companies who have had significant revenue streams or had revenue streams. And here they are having to pivot and follow, you know, the entrepreneur methodology that everyone says that you have to do. They’re doing it so much further downstream than anyone ever thought that would be the case. But it’s great to see their flexibility and their adaptability in the situation. So I applaud them and all these companies that are doing whatever they can right now, not just to stay afloat, but to solve a big problem.

Katie:[00:24:42]对，就是这样。我想，你知道，危机是毁灭性的，这是你知道的，它会导致如此危害和个人水平。在社区一级。全球层面。但与此同时，我认为当我们在我们的思想和我们的心中与同样的问题一致，可能会发生令人难以置信的创新。我认为你正在做的工作的例子，你的团队参与其中，你已经与其他部门共享的那些是所有的证据。

Tim:[00:25:16]Yeah, it’s – this will be a revolution. I’m not sure what it’s going to be called, but this is forcing people to be more creative, more resourceful than we’ve ever had to be before. And when those things occur, that’s the perfect recipe for innovation and exponential growth. So I am incredibly saddened by what’s going on. You know, wouldn’t have wished this upon anyone. But the silver lining on the back end of this is what is going to be birthed from this.

Katie:[00:25:55]I couldn’t have put it any better. Tim, I’m so grateful for these stories, for this conversation and the methodologies, the theories that you’ve shared as well. I’m so grateful that you made time to be on the podcast today. Is there any other advice that you would like to give to all of us innovators out there?

Tim:[00:26:12]是的。不要等待许可证。你已经拥有了。所以去那里开始。然后善待自己通过你的失败。我生命中最伟大的成功并不是我所说的结果[是]灾难性失败，而是我不得不等待的事情比我想象的要长得更长。所以在你等待的那个不舒服的阶段很舒服，知道增长和舒适不起作用。因此，如果您感觉舒适，您可能不会越来越多，可能是时候推动自己或晒太阳，并享受缺乏增长并有一段时间才能呼吸。但在那些你真的不舒服的时候对自己善待，因为这是在增长发生的时候。那就是当你将成为你最具创造力和最有影响的时候。

Katie:[00:27:06]I know that innovators and professionals everywhere are taking those words to heart. Whether you’re a business owner or in a business that’s struggling or if you’re fearful or unemployed, even at this time, I really hope that you take those words to heart and continue to be patient, work hard, continue to think creatively and don’t lose hope. Tim, thank you. This has been an incredible conversation and I’m so pumped to continue following the Innovation Studio and OSU in general, the Nursing Innovation Program. How wonderful. And of course, the Erdős Institute. That speaks directly to my heart. And I’m so grateful that you were here on the podcast. Thanks for joining us.

Tim:[00:27:47]Katie, it’s my pleasure.

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