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The importance of a strong evidence-base is widely recognised in contemporary health, social care and education practice, meaning that there is a real need for research which can be quickly and easily translated into real world situations. Research co-produced by practitioners and academics from early stages to end results can draw on each party’s knowledge and experience, in order to create high quality evidence that is relevant and appropriate to practice needs. This guide introduces the basics of co-producing research, looking at the evidence for co-produced research and outlining its theoretical underpinnings, as well as discussing barriers and facilitators to consider. It includes a practitioner perspective and an academic perspective on the benefits and challenges of co-produced research. The substantive chapters are each co-written by an academic and practitioner team and give examples of work carried out – and lessons learned – in public health, education and criminal justice settings. Key learning points are included throughout and drawn together to comprise a toolkit at the end of the book. This book teaches academics and practitioners more about how they can find practical evidence-based answers to complex questions.
'If...we feel better able to express and explore who we are, we may find that our health practice can also become a 'self-practice' in which we can create healthier existences for ourselves too. At the heart of it all communication is the search for brighter light, for insight, even for enlightenment. Insight illuminates darkness, listening fosters understanding, and speaking helps dispel the seeds of despair. That is the virtuous cycle that lies at the heart of effective practice.' Justin Amery This extraordinary new series fills a void in practitioner development and well-being. The books take a reflective step back from the tick-box, target-driven and increasingly regulated world of 21st century health practice; and invite us to revisit what health and health practice actually are. Building carefully on the science and philosophy of health, each book addresses the messy, complex and often chaotic world of real-life health practice and offers an ancient but now almost revolutionary understanding for students and experienced practitioners alike: that health practice is a fundamentally creative and compassionate activity. The series as a whole helps practitioners to redefine and recreate their daily practice in ways that are healthier for both patients and practitioners. The books provide a welcome antidote to demoralisation and burn-out amongst practitioners, reversing cynicism and reviving our feeling of pride in, and our understanding of, health practice. By observing practice life through different lenses, they encourage the development of efficiency, effectiveness and, above all, satisfaction. The Integrated Practitioner: Co-creating in Health Practice is the second book in the series. It focuses on communication and considers the unusual but highly powerful relationship between physicians and patients within which 'better health' is 'co-created'. It offers new ideas on various ways of communicating in practice that inspire healthier and happier existences for both patients and practitioners. Brilliantly written, practitioners, students and trainees and GP trainers will find the enlightening, witty, conversational style a joy to read.
Apple embraced co-creation to enhance the speed and scope of its innovation, generat­ing over $1 billion for its App-Store partner-developers in two years, even as it overtook Microsoft in market value. Starbucks launched its online platform MyStarbucksIdea.com to tap into ideas from customers and turbocharged a turnaround. Unilever turned to co-creation for redesigning prod­uct lines such as Sunsilk shampoo and revitalized growth. Nike achieved remarkable success with its Nike+ co-creation initiative, which enables a com­munity of over a million runners to interact with one another and the company, increasing its market share by 10 percent in the first year. Co-creation involves redefining the way organizations engage individuals—customers, employees, suppliers, partners, and other stake­holders—bringing them into the process of value creation and engaging them in enriched experi­ences, in order to —formulate new breakthrough strategies —design compelling new products and services —transform management processes —lower risks and costs —increase market share, loyalty, and returns In this pathbreaking book, Venkat Ramaswamy (who coined the term co-creation with C. K. Prahalad) and Francis Gouillart, pioneers in working with com­panies to develop co-creation practices, show how every organization—from large corporation to small firm, and government agency to not-for-profit—can achieve “win more–win more” results with these methods. Based on extraordinary research and the authors’ hands-on experiences with successful projects in co-creation at dozens of the world’s most exciting organizations, The Power of Co-Creation illustrates with detailed examples from leading firms such as those above, as well as from Cisco, GlaxoSmithKline, Ama­zon, Jabil, Predica, Wacoal, Caja Navarra, and many others, how enterprises have used a wide range of “engagement platforms”—and how they have even restructured internal management processes—in order to harness the power of co-creation. As the authors’ wealth of examples make vividly clear, enterprises can no longer afford to view custom­ers and other stakeholders as passive recipients of their products and services but must learn to engage them in defining and delivering enhanced value. Co-creation goes beyond the conventional “process view” of qual­ity, re-engineering, and lean thinking, and is the essential new mind-set and practice for boosting sus­tainable growth, productivity, and profits in the future.
Written for therapists, Co-Creating Change shows what to do to help "stuck" patients (those who resist the therapy process) let go of their resistance and self-defeating behaviors and willingly co-create a relationship for change instead. Co-Creating Change includes clinical vignettes that illustrate hundreds of therapeutic impasses taken from actual sessions, showing how to understand patients and how to intervene effectively. The book provides clear, systematic steps for assessing patients' needs and intervening to develop an effective relationship for change. Co-Creating Change presents an integrative theory that uses elements of behavior therapy, cognitive therapy, emotion-focused therapy, psychoanalysis, and mindfulness. This empirically validated treatment is effective with a wide range of patients.
This book offers an overview of service design practices for healthcare and hospital management. It explores how these practices can help to generate innovations in healthcare and contribute to the improvement of patient-centered care. Respected experts, including scholars from various disciplines and practitioners from healthcare institutions, share essential insights into established research areas, fields of work and work structures, and discuss successful approaches, methods and tools. By illustrating innovative services, products, processes, systems, and technologies, as well as their application in practice, the authors highlight the role of participating stakeholders in service design projects and the added value that comes from sharing, communicating, networking and collaborating. This book is a must-read for scholars and practitioners in the hospital and healthcare sector. It will also appeal to anyone interested in organizational development, service business model innovation, customer involvement and perceptions, and service experience.
Co-creation of learning and teaching, where students and staff collaborate to design curricula or elements of curricula, is an important pedagogical idea within higher education, key to meaningful learner engagement and building positive student-staff relationships. Drawing on literature from schools’ education, and using a range of examples from universities worldwide, this book highlights the benefits of classroom-level, relational, dialogic pedagogy and co-creation. It includes a focus on the classroom as the site of co-creation, examples of practice and practical guidance, and a unique perspective in bringing together the concept of co-creation with relational pedagogy within higher education learning and teaching. Critical Practice in Higher Education provides a scholarly and practical entry point for academics into key areas of higher education practice. Each book in the series explores an individual topic in depth, providing an overview in relation to current thinking and practice, informed by recent research. The series will be of interest to those engaged in the study of higher education, those involved in leading learning and teaching or working in academic development, and individuals seeking to explore particular topics of professional interest. Through critical engagement, this series aims to promote an expanded notion of being an academic – connecting research, teaching, scholarship, community engagement and leadership – while developing confidence and authority.
Within health care practice and academe there is recognition that customers co-create service experiences, such as health care service provision and treatment programs, and are no longer passive recipients of service offerings. This perspective is consistent with the recognised shift in extant literature from a goods-dominant to a service-dominant logic (Vargo and Lusch 2004, 2008) that has occurred over the past decade. This literature conceptualises the notion of co-creation as the resource integration that occurs between a customer and an organisation. There is a recognition that organisations should modify their business practices to facilitate co-creation, with research advising organisations to adopt co-creative behaviours such as a service-dominant orientation (Karpen et al. 2015), collaborative practices (Skålén, Pace and Cova 2015), and co-creation practice styles (McColl-Kennedy et al. 2012). However, there is little guidance to explicate the organisational conditions that would support and facilitate co-creation. Organisations seek guidance on the capabilities, culture, activities, and initiatives that will support a focus on customer resource integration and co-creation. Current theoretical frameworks of organisational culture and capabilities do not account for the co-creation role that a customer adopts in conjunction with the organisation and new frameworks should be considered. In addition, although extant literature is beginning to recognise the importance of the customers' role in improving their own service experiences, such as health care management (McColl-Kennedy et al. 2012; Sweeney, Danaher and McColl-Kennedy 2015), there is scant understanding of the effect that undertaking different types of co-creation roles has on the hedonic and eudaimonic well-being of customers. This thesis addresses the current situation by identifying and defining the conditions for customers' co-creation for well-being in a health care context. The study was conducted in three phases - the first phase identified organisational capabilities that support customer participation in health care service innovations. A qualitative approach using convergent interviews with health care CEOs and senior managers was undertaken. As a result, four categories of organisational capabilities were identified: customer activation, organisational activation, interaction capabilities, and learning agility. The second phase of the study utilised three case studies of health care organisations and identified behaviours and values indicative of a co-creation culture. Contemporary organisational culture models are restrictive in their ability to understand and examine a co-creation culture, as they delineate between an internal and external focus and do not recognise the interconnectedness of all actors across traditional organisational boundaries. Findings from this phase of the research showed that a co-creation culture consists of five core co-creation behaviours; co-production, co-development, co-advocacy, co-learning, and co-governance. Additionally, a series of supportive co-creation behaviours enable the interactive nature of co-creation; dialogue, Shared market intelligence, mutual capability development, and Shared decision-making. These behaviours are underpinned by organisational values of mutual respect, trust, empowerment, and acceptance. In the third phase of the research, well-being outcomes generated by the different co-creative roles of customers were investigated. The findings support extant literature, in that a customer is undertaking co-creation activities identified a resultant sense of hedonic well-being. However, it was also noted that the activity of co-creation, whether in managing their own health care, or providing value for the organisation, a collective group, or society, provided customers with a general sense of purpose, or eudaimonic well-being. Specifically, self-determination theory was utilised to explore the nature of eudaimonic well-being, or a sense of purpose and accomplishment, that arose when customer co-created value for them or a collective group. This thesis hence provides insight into the capabilities, culture and resources managers should develop to facilitate co-creation of health care management and enhance the well-being of customers.