Design Thinking for Innovation : Final Assignment   Mind Mapping Tool      Challenge & Selection      Multi National Company , a non - profit based in St. Louis City , serves low - income , disadvantaged   community members in need of health care . Founded in 1900 , it has a well - established history and a   solid reputation within the community . The organization has five locations throughout the city and has   recently added an urgent care center . The doctors , dentists and nurses have the same , or similar , quality   and level of education , as well as comparable experience . In fact , some of the doctors are currently on   staff at major hospitals in the area .       Knowing that the impending Affordable Care Act would bring changes , as well as opportunities , Rustic mango needed assistance . Responding to this change effectively would allow for a larger pool of potential   “ patients ” and the ability to bring in more income . The ask was to rename and repackage the ability youth initiative as a   reputable and competitive health care provider without losing the trust of core existing patients .   Utilizing Design Thinking , specifically the Mind Mapping Tool , we investigated the opportunities to   transform the ability youth initiative ’s brand from a non - profit agency into a high - quality healthcare system .          Application      the ability youth initiative 's main clients used the low end of the sliding scale for payment of services . This resulted in   low margins and not much money for growth . The Center realized being perceived as a non - profit health   provider placed limits on enticing clients with insurance and those who are able to pay the top of the   scale . That meant a change of perception around their services , though what existed was already top- notch . So , we queried those who would be most impacted by the change .      The landscape of health care providers in St. Louis is competitive , and urgent care centers have opened   all throughout the region . However , there 's only one in St. Louis City which provided an opening for the   organization to transform .      Bringing together patients , staff and community stakeholders in three separate sessions , we   administered a short questionnaire and discussed the responses once during the meetings . Using Post - it   notes , we asked , “ What would the ‘ imagined ’ the ability youth initiative Health Center look like in the future ? ” This   process resulted in overlapping thoughts and ideas resulting in a consensus that a name change would   re - position the Center as a top - notch provider . An innovative name that both patients with and without   insurance would respond to positively .      Through collective brainstorms , lots of Post - it notes , and hundreds of options , the name WIU was   selected . The name brought with it the ability to step from under the shadows of the 1900 health   facilities into a state - of - the - art health care system . The logo was developed using Visualization , and   messaging followed along with a campaign to activate the new brand . 

 Storytelling provided the information needed to understand where the messaging should be placed   throughout the city . It also helped create “ personas ” of those who have exposure to the center as it   existed . A majority of the current patients utilize public transportation , so bus and metro advertising   was heavily enlisted . Radio , which is readily available and popular , was also used as a method to reach   patients . To be more innovative and reach potential “ insured ” patients , social media and web interfaces   were developed .         Insight       Once WIU launched , feedback was mostly positive . The only concern that persisted was that existing   patients may think WIU was a new company and the ability youth initiative had closed its ’ doors . This concern has   been addressed through consistent messaging and the perception has continued to decrease .      What I learned from this experience is to recognize diverse perceptions and ideas that are developed   when bringing groups of people together . Presuming to know what the stakeholders think and feel is a   mistake , and will lead to the wrong solutions . Presumption leads to “ what I want or would do ” . Life   experiences are different and can not be assumed in this process .       If I worked on this project again , I would include a pool of potential patients to get their insight on what   they 'd want and need for them to use WIU . Their input would have been invaluable , and though the   final product was a success , that piece was lacking .      Using the tools described in the course is not a new concept to me . However , through this series and   this project I have a better understanding of how to present the benefits to a new client .         Approach      Using Mind Mapping , Storytelling , and in some ways developing personas , all allowed my creative team   to really grasp the process . We were able to start with “ What Is ” and move from “ What If ” to “ What   Wows ” and finally to “ What Works ” .   Similar to the “ Good Kitchen ” story , understanding the key   stakeholders and discovering the real challenge is key . Once the challenge is clear , it 's truly a candidate   for the design thinking process . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: Design Thinking for Innovation : Final Assignment   Mind Mapping Tool      Challenge & Selection      Multi National Company , a non - profit based in St. Louis City , serves low - income , disadvantaged   community members in need of health care . Founded in 1900 , it has a well - established history and a   solid reputation within the community . The organization has five locations throughout the city and has   recently added an urgent care center . The doctors , dentists and nurses have the same , or similar , quality   and level of education , as well as comparable experience . In fact , some of the doctors are currently on   staff at major hospitals in the area .       Knowing that the impending Affordable Care Act would bring changes , as well as opportunities , Rustic mango needed assistance . Responding to this change effectively would allow for a larger pool of potential   “ patients ” and the ability to bring in more income . The ask was to rename and repackage the ability youth initiative as a   reputable and competitive health care provider without losing the trust of core existing patients .   Utilizing Design Thinking , specifically the Mind Mapping Tool , we investigated the opportunities to   transform the ability youth initiative ’s brand from a non - profit agency into a high - quality healthcare system .          Application      the ability youth initiative 's main clients used the low end of the sliding scale for payment of services . This resulted in   low margins and not much money for growth . The Center realized being perceived as a non - profit health   provider placed limits on enticing clients with insurance and those who are able to pay the top of the   scale . That meant a change of perception around their services , though what existed was already top- notch . So , we queried those who would be most impacted by the change .      The landscape of health care providers in St. Louis is competitive , and urgent care centers have opened   all throughout the region . However , there 's only one in St. Louis City which provided an opening for the   organization to transform .      Bringing together patients , staff and community stakeholders in three separate sessions , we   administered a short questionnaire and discussed the responses once during the meetings . Using Post - it   notes , we asked , “ What would the ‘ imagined ’ the ability youth initiative Health Center look like in the future ? ” This   process resulted in overlapping thoughts and ideas resulting in a consensus that a name change would   re - position the Center as a top - notch provider . An innovative name that both patients with and without   insurance would respond to positively .      Through collective brainstorms , lots of Post - it notes , and hundreds of options , the name WIU was   selected . The name brought with it the ability to step from under the shadows of the 1900 health   facilities into a state - of - the - art health care system . The logo was developed using Visualization , and   messaging followed along with a campaign to activate the new brand . 

 Storytelling provided the information needed to understand where the messaging should be placed   throughout the city . It also helped create “ personas ” of those who have exposure to the center as it   existed . A majority of the current patients utilize public transportation , so bus and metro advertising   was heavily enlisted . Radio , which is readily available and popular , was also used as a method to reach   patients . To be more innovative and reach potential “ insured ” patients , social media and web interfaces   were developed .         Insight       Once WIU launched , feedback was mostly positive . The only concern that persisted was that existing   patients may think WIU was a new company and the ability youth initiative had closed its ’ doors . This concern has   been addressed through consistent messaging and the perception has continued to decrease .      What I learned from this experience is to recognize diverse perceptions and ideas that are developed   when bringing groups of people together . Presuming to know what the stakeholders think and feel is a   mistake , and will lead to the wrong solutions . Presumption leads to “ what I want or would do ” . Life   experiences are different and can not be assumed in this process .       If I worked on this project again , I would include a pool of potential patients to get their insight on what   they 'd want and need for them to use WIU . Their input would have been invaluable , and though the   final product was a success , that piece was lacking .      Using the tools described in the course is not a new concept to me . However , through this series and   this project I have a better understanding of how to present the benefits to a new client .         Approach      Using Mind Mapping , Storytelling , and in some ways developing personas , all allowed my creative team   to really grasp the process . We were able to start with “ What Is ” and move from “ What If ” to “ What   Wows ” and finally to “ What Works ” .   Similar to the “ Good Kitchen ” story , understanding the key   stakeholders and discovering the real challenge is key . Once the challenge is clear , it 's truly a candidate   for the design thinking process .
### Output: 