Workload in the healthcare sector is more than just a staffing problem
The staff shortage is real. More hands are needed—everyone knows that. But hiring more people is often simply not possible, because there aren’t enough people to hire. And there’s no room to redistribute tasks or introduce a new way of working either, because who has time to deal with that?
Still, in practice, we see that part of the workload can be reduced by restructuring processes. Not by working harder, but by taking a moment to slow down together and figure out what still needs to be done, what doesn’t, and by whom. Creating that space is the hardest part of all. But it yields better results than yet another round of reorganization that doesn’t involve the front-line staff.
Design thinking in healthcare starts with the people who do the work
The people on the front lines know exactly where the problems lie—where the system breaks down, where handoffs go wrong, where patients fall through the cracks. What they don’t always know is how to do things differently within the reality of this organization, with these people, and within these systems. They often need help with that. And that’s exactly where design thinking comes in.
By asking nurses, team leaders, and front desk staff not to provide feedback on a plan that’s already finalized, but to contribute their ideas to the design of a solution, something fundamental changes. As a result, they understand why certain choices were made, because they were actively involved in the process. This means that building buy-in isn’t a separate project you have to organize afterward. Instead, it ensures that colleagues are more willing to adapt quickly, because the solution is relatable and fits into their day-to-day practice.
Change that fits into a busy schedule
A one- or two-day Focus Sprint also takes up time from people who don’t really have it to spare. We understand that. But the alternative is an endless series of meetings, working groups, and advisory documents that drag on for months without anything changing. A focused day spent together works better than half a year of half-hearted effort.
The employees know what needs to be done. We help break that down into concrete, manageable steps and guide them on how to do it—not by imposing a blueprint from the outside, but by working together to discover what works in this specific context and putting it into practice step by step.
Closing
The Next Lab works with healthcare organizations to address issues that have been on the agenda for far too long. We take care of the process so that you and your team can focus on the substance and the change itself. We start by understanding what’s really going on, work together to design improvements, and build, step by step, toward a solution that works. We step back once the team is able to take the lead on its own.
Curious about what this could mean for your organization? Please contact us.