Not only is cross-fertilizing brilliant ideas a clever innovative approach to solving complex problems, it can also steer you towards strategic growth opportunities. It was not surprising to me to read about “The Pharma-Gaming Connection” in Locating Your Next Strategic Opportunity via this month’s issue of HBR. The Health Care industry was well represented at the Gamification Summit in San Fransisco earlier this year and gaming was a hot topic at the recent HiMSS in Orlando. The article shares examples of ventures seizing this opportunity such as Foldit; an online social game for science geeks based on the challenge of finding the most efficient way to fold proteins in hopes that they can help solve real protein-folding challenges for biopharma companies. What struck me about the examples the article provided was that none of them were focused on solving the pervasive barriers that stunt growth and innovation in Health Care broadly; issues such as patient adherence, patient privacy, access, and patient experience. My point is not to diminish the significance of the examples given, in fact these companies are helping pioneer the pathway for us to tackle the more systemic issues. In essence I want to stress the need for us to target these issues.
I get super excited thinking about leveraging mass collaboration to bring Health Care into the 21st century by cross pollinating principles of Motivational Design, data visualization, and shared value. As Hans Rosling has said “I am not an optimist, I am a possiblist”. This is all very doable, in fact it is being done as we speak, smart biopharma companies and Health Care broadly can either chose to help shape this movement or scramble later to catch up.
Do you know of any examples of ventures connecting Health Care and gaming? Please share if you do…
An article in this month’s HBR Experts Are More Persuasive When They’re Less Certain inspired me to think about what is really at the core of this counter intuitive finding. I suspect that the manner of the delivery of confidence is a significant factor. There is a big difference between assertive confidence and humble confidence. The pervasive lack of trust in our business community broadly right now has heightened our sensitivity to confidence with an assertive or arrogant flavour. We are much more skeptical and appreciative of confident humility, this requires the courage to discuss risks and uncertainty openly.
Moreover, I believe that we do have a deeper appreciation for exploring beyond certainty. This is essential to meet our full potentiality and arguable to sustain growth. There is no question, our cognitive behaviours are at play here. We commonly overlook the insights that our irrational but highly predictive motives provide us. We value the potential to achieve more than a guaranteed win; this needs to be considered explicitly in our approach to selling our ideas, products, or services.
How do you respond to uncertainty, does it inspire you?
This is a powerful illustration of the Decisive Advancement in Customer Experience Methodology via Motivational Design. Chris Mahoney, Cynergy’s Director of Health Care, helps us visualize the future of physician and patient experience. Motivational Design is a methodology for changing behavior that is based on people’s intrinsic motivations, it brings together research from neuroscience, behavioral economics, game design and sociology to create solutions that bridge the gap between people’s intentions and their actions.
Huge kudos to Cynergy for pioneering technology that has the potential to radically transform the quality and experiences within Health Care broadly. We need to apply these principles to all Health Care issues. What gets me so excited is that this methodology extends beyond technology, it provides a framework that can be applied to operational strategies, communication strategies, financial strategies, truly everything.
I’m becoming obsessed with cross-fertilizing brilliant ideas. There are so many clever ideas, concepts, solutions and people in our magnificent world but on their own they seem to yield very little impact. In order to solve the complex, persistent problems of today we need to cross-fertilize and mass collaborate.
After watching Hans Rosling’s keynote from the 8th annual Passport to Global Health Celebration I was struck by how pervasive some of our false beliefs are. This may be the most powerful proof that the world is now one, this is not theoretical, it is fact, it is not “we” and “them”, it is all “we” now. The concept of having two types of countries; the “west” and the “developing world” is past, such was the case 50 years ago, but not today. This is what is fundamentally driving our Shared Value movement. We are all on the same team now and if we act like it, we can solve the seemingly unsolvable.
There is no industry more in need of a shared value approach then Health Care. The Health Care business community has been trying to address the same problems for decades with minimal results and colossal costs. However, if we merge, blend and join together the enormous amounts of brilliant discoveries, ideas, and solutions we can finally make some meaningful changes. Key to our success is accurate context of our current environment; Hans Rosling’s discovery is a powerful illustration of how false beliefs can distort global strategies. We need to further explore the Joy of Stats to modernize our perspectives. Without this, our Shared Value movement is at great risk of misfiring.
As I reflect on problems large and small with a cross-fertilized approach, leveraging the genius of the principles of the Shared Value movement and Motivational Design in context of a fact based world view that everyone understands, the clarity is extraordinary.
Very earlier in my career, in my software engineering days, when process and methodologies were waterfall and monumental in nature, the change agent in me was ignited. I then went on to spend numerous years pioneering light weight, iterative processes and methodologies. As process and methodologies matured my focus then shifted to another passion, customer experience. Yet still I get fired up when I come upon a process framework with a fresh approach. They don’t always identify something new, sometimes they simply illustrate what we have come to learn in a very powerful way. Such is the case when I came across this gem developed by the Business Foundation.
Just after soaking this in earlier today, I watched Innovation’s Missing Piece, a recent Ted talk by Kes Sampanthar of Cynergy, creator of Motivational Design. In this video Kes illustrates a very compelling case for the relevance of “thinkubating”, a process framework he designed to isolate ideas and stimulate the genius that happens in our information gaps.
In the spirit of cross-fertilizing these two great finds, incubation should be added as a buffer between each phase. In other words, “debate”, then “incubate”, “decide”, then “incubate”, “execute”, then “incubate”, “gather”, then “incubate”.
I vaguely recall my very clever friend Ron Dimon of Business Foundation, thinking about incorporating incubation into this model after he recently became familiar with Cynergy’s “Thinkubate Process Framework”. Ron, is a merge in the works?
Kudos to both Kes and Ron, brilliant work!
I have spent a lot of time over the past few months pondering and incubating the concepts of Motivational Design (MD). What I love most about MD is that it is a metaphor for its own principles and patterns. Initially the potential impact of MD was most obvious to me in context of improving employee and customer experience, but soon after I realized that was just scratching the surface.
A quote MD uses to help illustrate one of its patterns is:
“All decisive advances in the history of scientific thought can be described in terms of mental cross-fertilization between different disciplines.” Arthur Koestler
Motivational Design is a pattern library and process framework developed by Kes Sampanthar of Cynergy. In essence this library of patterns can also be described in terms of mental cross-fertilization between different disciplines. They leverage the rich intelligence formed within the gaming discipline to extract patterns for increasing the wanting. Cross-fertilizing that with insights from behavioral economics and more explicitly the cognitive patterns that shape our motivations. Further adding the advances made with regards to reach and awareness that social media has provided. This is a powerful combination and a decisive advancement bridging the gap between our intent and our results in the experiences we create.
Much of Kes’s work with Motivational Design thus far has been in context of developing engaging user experiences for technology solutions. However, I strongly believe these patterns are equally as applicable to every aspect of business and life broadly. In fact they are arguably easier to apply elsewhere.
I will share examples from 2 of the MD patterns to illustrate some of the concepts but I believe it is the sum of the parts, using multiple patterns, that breeds it’s potency. Each pattern on it’s own is useful but not unique, nor ground breaking, it is the union of them along with it’s process framework that makes MD so brilliant.
Some car manufacturers have started to add eco gauges that visually display if you are driving efficiently using leaves; the more green leaves you have the more efficient you are driving.
This example immediately had me thinking about medical therapy adherence which is a costly both in terms of fiscal costs and quality of life. I have previously seen solutions much like household alarms used to try to achieve these results but I would imagine a “gamified” approach would better address the intent to increase the wanting to adhere.
If a runaway trolley is about to run over five people walking on the tracks. You are standing next to a switch that can turn the trolley onto a side track, killing one person, but allowing the five to survive, what do you do? Chances are you would kill one over five.
Yet if five people have just been rushed into a hospital in critical care, each requiring an organ to survive. There is not enough time to request organs from outside the hospital. There is, however, a healthy person in the hospital’s waiting room. If the surgeon takes this person’s organs, he will die but the five in critical care will survive. Should he kill the one person to save the five? Pretty sure we would all say no.
Same results different moral circumstances. Yet we seldom consider the cognitive patterns of decision making, we tend to shape our strategies based on logical decision behaviour.
We see examples of this time and again with incentive programs intended to make customers or employees happy but in the end generating disappointment resulting from cognitive responses. Incorporating MD would mitigate unintended outcomes and dramatically improve our intended experiences.
Smart brands like eBay and Callaway Golf and many more have leveraged Cynergy’s Motivational Design to maximize their user experiences. This is much more than theory, it works!
If Kes and Motivational Design sound familiar, you may be recalling my interview with him last September.