Teamwork is taken into account the weakest link in most medical practices. Teamwork is vital not only to urge the work done but also to grow your practice because patient's perception of teamwork is one among the 2 key factors for referral generation (the other factor is your expertise). Therefore, interface for medical office management systems must be designed for teamwork.
This article expands on and concludes my earlier reviews of two books about design - Donald Norman's "The Design of Everyday Things" and Jeff Johnson's "Designing with the Mind in Mind." Both books emphasized the importance of conceptual model, consistency, and responsiveness. It seems that understanding the conceptual model doesn't necessarily mean control and both Norman's and Johnson's books stop in need of addressing the planning of complex software products that enable teamwork or competition.
Think back about how you learned to play chess. Somebody explained to you "a pawn goes like this and a knight goes like that. Your goal is to checkmate the king." So, did you recognize the way to play the game? Could you assess your situation, opportunities, and risks? Could you create an improvement strategy? Chess require years of practice to find out to play well.
Turning to social networks and online communities, the concepts of walls, comments, sharing, and liking are almost self-explanatory and many people at different ages and cultures haven't any trouble understanding the essential conceptual model. Yet only a couple of networks work and grow while most - haven't survived their first six months.
Tharon Howard - "Design to Thrive"
Tharon Howard may be a Professor at Clemson University and Director of its Usability Testing Facility. His book "Design to Thrive" focuses on what motivates people to hitch , remain, and grow within a web community or social network, and formulates four strategic design principles for building successful online communities:
Remuneration - individuals won't become members of a social network without a transparent benefit. the foremost important remuneration you've got to supply is that the experience.
Influence exists during a community when its members believe that they will control or shape policies, procedures, topics, and standards. Different membership types, visitors, novices, regulars, leaders, and elders, have different influence needs.
Belonging is that the techniques and mechanisms to assist community members develop a way of "social presence," a way that they belong thereto community, that they identify with it, and share a bond with its members. Shared mythologies, story of origin, initiation rituals, symbols, codes, rituals, and brand identity all contribute to belonging.
Significance - to be considered significant, your community must be recognized, established as a "go-to place" for accomplishing your users' goals, valued by people your users respect, populated by people that are serious and passionate in their field, distinguished as a reputable brand to your users. the importance of your community is within the story you tell once you invite individuals to hitch , within the members' accomplishments, within the videos shared, and contests won.
Like chess, complex software products designed for teamwork, e.g., social networks, need a minimum of two levels of conceptual models:
tactical - the way to manage your wall and share comments (or how the pieces advance the chessboard)
strategic - the way to design a thriving social network where users can experience remuneration, influence, belonging, and significance (or the way to plan defense or offense on the chessboard)
Howard's book focuses exclusively on the strategic level, leaving the interface design success and failures in popular and failed social networking products to other authors.
Practice Management
Practice Management involves multiple sorts of activities (patient scheduling, visit documentation, billing) which will be roughly divided during a six-step loop below:
Collect data
Quantify
Interpret
Formulate Goals, Plans, and Tasks
Assign Tasks
Verify task execution - return to stage 1.
Steps 4, 5, and 6 above need to do with teamwork. Teamwork also means working together to get errors, prevent future errors, and reduce their impact.
It seems there's a growing body of research and literature at each design level. I anticipate to reading a book that bridges the tactical-strategic system design gap.
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