“在你感到不舒服的时候善待自己,因为那是成长的时期——那是你最有创造力、最有影响力的时期。”——俄亥俄州立大学护理学院首席创新官Tim Raderstorf
为什么故事对创新过程很重要?哪些价值观可以灌输给分享故事的创新者?创新领导者如何激励创造者讲述和分享他们的成功和失败的故事?
我们采访了Tim Raderstorf,首席创新官俄亥俄州立大学护理学院以及学术企业家的主管erdős学院。把它全部关闭,他创立了创新工作室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 onlinkedin.和推特。

Tim Raderstorf博士是俄亥俄州立大学护理学院以及学术创业系主任erdős学院。从泰德会谈来教科书蒂姆利用他所能找到的每一个平台,帮助那些身处医疗第一线的人们改变医疗保健。作为第一个在学术界拥有首席创新官头衔的护士,他自豪地教育世界护士作为创新者的角色。在他的职业生涯中,Tim创立了多家企业,是第一个盈利的医疗保健初创公司的员工。他和伯尔尼·梅尔尼克合著的新教科书,护理和医疗保健中的循证领导、创新和创业:成功的实用指南那在2019年12月首映时就成为了第一名。
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成绩单
本集由Untold Content出品雷竞技电竞竞猜创新故事雷竞技raybet提现。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。
凯蒂:(00:00:04)欢迎来到Untold Stories of Innovation,在这里我们将讲述关于洞察力、影响力和创新的故事。不为人知的内容提供动力雷竞技电竞竞猜。我是主持人,凯蒂·特鲁斯·泰勒。
凯蒂:(00:00:19)我们今天的嘉宾是Tim Raderstorf。他是俄亥俄州立大学护理学院的首席创新官。他是俄亥俄州立大学创新工作室的创始人,与Bern [Bernadette] Melnyk合著了一本书护理和医疗保健领域基于证据的领导、创新和创业精神。当然,他也是Erdōs学院的学术企业家主管,也是一个TED X扬声器。蒂姆,谢谢。我很荣幸能在播客上拥有你。
蒂姆:(00:00:46)如此荣幸能够在播客,凯蒂。感谢你为我着想。
凯蒂:[00:00:49]绝对的。所以你是在学术界。在医疗保健领域也是如此。你能告诉我创新是如何推动你的工作的吗?
蒂姆:(00:01:03)确定。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.
凯蒂:(00:02:31)我很感激你提出了民主化创新的概念很明显你来自大学背景。
凯蒂:(00:02:37)我也是一位前大学教授,现在在创业公司。但。
蒂姆:(00:02:42)没有说恢复?
凯蒂:(00:02:43)完全正确。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.
蒂姆:[00:03:25]谢谢你。这就像我要选择的60人中的一个。我决定去找它。
凯蒂:[00:03:30]我肯定。但我喜欢的是你从关于身份的故事开始我们可以用一种有限的方式给自己贴上标签。和你说,我知道我将在这里长篇大论,但这回来的想法,创新应该民主化如果不是独家只有一个子集的人口或只有那些人用正式的方式或其职位包括“创新”这个词。正确的。你在TED演讲中提出了一个很好的论点每个人的创新都必须民主化因为人们都有解决问题的能力看看他们当前的情况他们当前的工作,他们当前的生活,他们所在的社区能够通过解决问题的视角来看待问题。
蒂姆:[00:04:20]而且你知道,关于它是基于证据的最有趣的事情,所以我们知道在前线的人们所做的时候,创新是最有效的。那些对这个问题最有贴心了解的人。这来自凯洛格管理学院的教授名为Dylan Minor的研究。他现在完全继续在M.I.T继续研究..但他们看起来所谓的想象力,我在TED谈话中谈论。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.

凯蒂:(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?
蒂姆:[00:07:35]mmhm。完全正确。
凯蒂:[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?
蒂姆:(00:07:56)优秀的故事叙述也许是创新中最重要的方面,因为如果你不能通过故事唤起情感,那么你就无法最终让人们接受并接受“是的,而且”。所以你必须和他们合作让他们知道这对我来说意味着什么让听众,听故事的人理解整个系统的价值,但对他们来说是明确的。因此,我们指导我们的创新者和企业家去理解你的听众,了解你的听众,为他们量身定做你的信息,这样他们就能理解其中的智慧。
凯蒂:[00:08:33]是的,没错。所以这很有趣,从管理的角度来看,我很喜欢你提出的关于拥有“是,并且”的心态的建议,尝试建立在你正在管理或领导的其他人的想法之上。我认为领导者和管理者能够向一线员工阐明他们的需求,他们的愿景,他们的目标,他们的目标也非常重要。所以,当然,这种战略结盟将会得到前线人员的更好支持那些有好主意的人,他们不希望因为没有正确地与路线图或战略计划中的任何部分结盟而使其夭折。这可能不是因为他们没有能力将其融入到这幅图景中来管理和领导才能说,是的。
蒂姆:[00:09:18]当然,凯蒂。它还允许做另一件很重要的事。它允许正面偏差。所以即使人们在系统中相互对立,如果是正的偏差,那也没关系。所以我的意思是:你的管理团队,你的领导可能对正在发生的事情有一个愿景在前线可能有人看到了更好的方法。它可以让他们突破为什么他们的方法对团队,对患者,对任何参与其中的人来说更好,更快,更安全,更便宜的界限。但是如果你没有从领导那里得到关于组织发展方向的信息,那么每个人都会陷入困境。你知道,移动的目标有时就像是一个移动的目标。积极的偏差是系统内创新的一个非常重要的方面。所以有一个方向,一个使命,不管它是否有缺陷,都是非常重要的,因为它能让人们去挑战和测试它。
凯蒂:[00:10:27]绝对的。你能告诉我们这种创新在医疗保健领域和其他领域有什么不同吗?
蒂姆:(00:10:36)确定。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.
凯蒂:(00:14:13)你知道,我认为你在卫生保健创新领域的领导很大程度上是围绕身份认同和帮助卫生保健系统中的每个人都认为自己有创新的潜力。您对护士主导的创新有什么看法?护士应该和能够在创新中扮演什么样的角色?
蒂姆:(00:14:35)所以我想,这可能是来自护士的逆势,所以我不喜欢这位护士带来的创新。
凯蒂:[00:14:43]哦好的。我很想听到原因。
蒂姆:(00:14:45)我喜欢创新这个词。我们不称之为医生主导的创新。我们不称它为药剂师主导的创新,也不称它为环境服务主导的创新。RAYBET雷官网我们不称之为牙医主导的创新。那么,为什么我们要把自己作为一个已经被边缘化的职业,尽管我们是卫生保健领域最大的职业,但我们提供了全球90%的卫生保健。在美国执业的护士是医生的四倍,是第二高的群体。我们被放在了图腾柱的低端,但我们一直在引领创新。不幸的是,因为我们没有权力,我们把我们的创新称为变通工作然后我们把它们隐藏在管理中因为我们不想因为创造性地使用压舌板和胶带而惹上麻烦。所以我们绝对是革新者,自弗洛伦斯·南丁格尔开创这一职业以来,护士一直是这个行业的领导者。但我们需要做的是更好的跨专业创新和跨专业合作。 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.
凯蒂:(00:17:33)我觉得我喜欢你在这里说的话。我认为在某种程度上你说的是让我们都称自己为创新者。如果你对这很有激情,如果这是,你知道的,我们不要,像你说的,隐藏它,或者称之为变通,贬低它,不管我们从事什么职业。让我们称自己为创新者吧。
蒂姆:(00:17:53)完全正确。
凯蒂:(00:17:54)是的。是的。蒂姆,我很想听一些故事,来自俄亥俄州立大学护理学院创新工作室或Erdős研究所的创新故事。

蒂姆:(00:18:05)确定。所以让我从后者开始,因为这可能是你最感兴趣的,以及你在Erdős研究所的背景。我相信你们都知道,美国每年有4万到6万名博士研究生为这些人提供了大约4到6千个博士学术工作。所以大多数人永远不会有机会获得他们最初想要的理想工作找到他们希望的学术职位获得终身教职改变世界。但他们是我们国家最优秀、最聪明、最积极的一些人。我们从世界各地吸引优秀的人才加入这个系统。所以,Erdős研究所的创始人Roman Holowinsky,开始了一系列的训练营,帮助那些即将结束入学的博士生通过他们的项目重新定义他们作为数据科学家的专业知识。我们会让他们与那些希望雇佣数据科学家的大大小小的组织合作。他们会和他们的员工和博士生一起参加这个新兵训练营,他们可以看看这是否合适然后在后台安排工作。这个项目已经发展到帮助,俄亥俄州立大学,罗格斯大学,密歇根大学的学生们,在完成了一个微不足道的博士项目后都能找到工作并且在传统学术领域之外工作。 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.
凯蒂:(00:20:19)这是不可思议的。是的。我在这里喜气洋洋。我知道听众们看不出来,但这是一件令人难以置信的事情。如果你知道,我最终进入了,当然,以我自己的方式,以一种企业家的方式。这非常具有挑战性。我认为很多学者都被训练成只在学术领域看到自己,尤其是人文学科,我承认。
蒂姆:[00:20:43]是啊,凯蒂,又回到原点了。我在用我不存在的东西来定义我自己。不是因为我是谁。
凯蒂:[00:20:49]完全正确。完全正确。这真是难以置信。我爱。我喜欢这个创新故事。谢谢你的分享。
蒂姆:[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.
凯蒂:[00:21:59]你年轻的时候。这是年轻的。是的。
蒂姆:(00:22:00)这是年轻的,是的。我们都是从个人防护装备开始的。现在个人防护装备有望到达一个对大家都安全的地方。将会有很多新的和令人兴奋的想法。随着人们对COVID的了解越来越多,我们将找出不仅影响COVID的事情,而且将影响未来几年的系统和创新。所以,我的意思是,我承认,当一切都发生时,我们出去买了一个架子,你知道的,一个你可以在家得宝买到的储藏架。我们从Micro Center购买了尽可能多的3d打印机。我们开始打印口罩,我们开始打印面罩,我们开始打印面罩支架。
凯蒂:(00:22:46)是的。
蒂姆:(00:22:46)还有,你知道,基本上所有我们能做的,护耳器。而且,你知道,我们一直在定期把这些东西送到卫生系统。
凯蒂:(00:22:56)和有趣的事实。我们总部位于辛辛那提,离你不远。和Cintrifuse将其整个启动空间转换为完全相同的结构,刚刚用3D打印机填充它,并开始尽可能快地生产掩模和屏蔽。这真的令人难以置信。太奇妙了。
蒂姆:(00:23:13)我的意思是,有很多公司,比如我在哥伦布的一家公司,是Flow阿姨,它为公司提供女性卫生产品,它们是有机的,可持续的。这是一家非常棒的公司。但由于种种原因,他们立即转向制作面具。但是他们意识到如果他们在销售他们的产品,我们都是B2B。人们不再到办公室来,就像女性不再从雇主那里得到这些产品一样。他们会从家里或网上、杂货店或其他地方购买。所以他们也需要找到另一个收入来源。这对所有人来说都是双赢。看到像Centrifuse和Aunt Flo这样的公司的独创性和适应能力是非常鼓舞人心的,它们都是资金雄厚的公司都有可观的收入来源。在这里,他们必须转向并遵循,每个人都说你必须遵循的企业家方法论。 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.
凯蒂:[00:24:42]是的,没错。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。
蒂姆:[00:25:16]是的,这是 - 这将是一场革命。我不确定它将被称为什么,但这是强迫人们更具创造力,比我们以前更有资人更具资格。当这些事情发生时,这是创新和指数增长的完美谱系。所以我令人难以置疑的伤心。你知道,不会渴望任何人。但是在背面的银色衬里是将从这中征生的东西。
凯蒂:[00:25:55]我说得再好不过了。蒂姆,我很感激这些故事,和你的对话以及你分享的方法论和理论。我非常感谢你今天抽空来播客。你还有什么建议想给我们这些创新者吗?
蒂姆:[00:26:12]是的。不要等待许可单。你已经有了。所以走出去,开始行动吧。然后在失败中善待自己。我生命中最伟大的成功不是灾难性失败的结果,而是那些让我等待的时间比我想象的要长得多的事情。所以,在你等待的那个不舒服的阶段,要安于现状,要知道成长和安逸是不能并存的。所以,如果你感觉舒适,你可能没有成长,也许是时候督促自己,或享受成长的缺失,并有时间呼吸。但是在你感到不舒服的时候要善待自己,因为这是成长的开始。那是你最有创造力,最有影响力的时候。
凯蒂:(00:27:06)我知道各处的创新者和专业人士都将那些言语带到心里。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.
蒂姆:(00:27:47)凯蒂,这是我的荣幸。
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