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David Hodes
Concept validation
A concept can look convincing in a presentation and still make an important task harder. A patient may misunderstand an indicator. A clinician may need information the design does not provide. A promising workflow may depend on support unavailable in the intended setting.
These problems become more expensive when the organization discovers them after committing to architecture, tooling or a launch plan.
We must ask how effectively concepts are validated before significant resources are committed. Patient Centered Design treats this as a learning discipline: turn ideas into testable solutions rapidly using low fidelity prototyping, put them in front of relevant users and gather evidence about whether they improve the outcomes that matter.
“A convincing presentation shows what the team hopes will happen. A useful test reveals what people actually do.”
Begin with a question that can change the decision
A prototype without a learning objective can generate interesting comments while leaving the key decision unresolved. Start by identifying what must be true for the concept to succeed.
Does the patient intuitively understand the required action without explanation? Can the professional recognize when the result is ready to use? Does the proposed approach fit the work surrounding the task? Will people take meaningful steps toward adoption?
State the assumption and the evidence needed to assess it. Agree what would support proceeding, what would require revision and what could make the concept unviable. Gather quantitative data along with qualitative verbal feedback.
Prioritize questions with substantial consequences for the investment. An attractive enclosure deserves less attention than an unresolved issue that could prevent safe or practical use of the whole solution.
Choose the simplest useful representation
A picture is worth a thousand words. A simple user experience prototype is worth a thousand pictures. Choose artifacts that maximize learning with the least effort. The appropriate artifact depends on what the team needs to discover.
A sketch may help users explain how they interpret a proposed interaction. A physical mock-up may expose handling difficulties. A simulated interface can support a sequence of tasks. A more complete prototype may be necessary to examine timing, feedback or combined interactions.
Build enough realism to test the assumption accurately. Excessive detail can consume resources without improving the evidence, while insufficient fidelity can conceal the issue being investigated.
Make limitations clear to participants and observers. A manually simulated function may help test an experience, but it does not establish that the technology can deliver that function reliably.
Recruit people who represent the intended use
Patients and healthcare professionals can differ in experience, confidence, physical ability, responsibilities, and access to support. Those differences influence whether the concept helps them complete the job.
Define the participants and contexts relevant to the test. Include people whose circumstances could expose difficulties the development team has overlooked.
A familiar expert may work around a confusing interface that challenges a new user. A clinician from a highly supported center may assume resources unavailable elsewhere. Research needs to reveal these dependencies.
Match the study to its purpose. Exploratory sessions can identify problems and guide iteration. They do not automatically establish population-wide performance or replace the evidence required for later design validation.
Create an Experience Café around real tasks
An Experience Café gives participants a structured opportunity to encounter concepts and talk about their experience. Its value comes from the quality of the scenario, observation and follow-up questions.
Set up situations that reflect what the person is trying to accomplish. Let participants interact with the artifact rather than rely solely on a demonstration by its designer. Build rough and rapid.
Assign roles to facilitators and observers. Agree how comments, actions and difficulties will be captured. Keep the session focused on learning rather than defending the proposed solution. Hold a conversation around the prototype. “Can you show me how you would use this?” “Tell me what you are thinking here.”
Ask participants to explain what they believe is happening and what they would do next. Observe where the concept supports that understanding and where they hesitate, improvise or seek help.
Listen without teaching away the problem
A facilitator can unintentionally make a weak concept appear successful by explaining each step or supplying missing information.
Use neutral prompts and allow participants to reveal their interpretation. When assistance is necessary, record it along with the point at which the person became stuck.
Follow observations with questions about purpose and reasoning. What did the participant expect? Which information did they look for? Why did they choose that action?
Separate a preference from evidence about task performance. “I like this one” may reflect appearance or familiarity. Successful completion, appropriate interpretation and manageable effort provide a stronger basis for assessing whether the concept addresses the need.
“Every explanation the facilitator must supply is a question about what the design expects the user to know.”
Examine the complete experience
The product interaction belongs within a wider job. Test preparation, readiness, execution, monitoring and what follows, wherever these activities affect the concept’s value.
A device may work well once configured while setup introduces avoidable complexity. A result may be easy to view while the professional still needs to transfer it manually before acting.
Include relevant dependencies on caregivers, staff, information and other systems. Investigate whether the concept reduces burden for one participant by increasing it for another.
Use realistic scenarios appropriate to the development stage. Important exceptions and recovery steps deserve attention alongside routine success. An incomplete or interrupted task can reveal weaknesses that a carefully guided demonstration leaves hidden.
Make cognitive burden visible
Ease of use involves what a person must notice, understand, remember, decide and physically do. A tidy interface can still demand substantial mental effort.
Human performance depends on limited attention, working memory and feedback. Examine how the concept supports those processes during a task.
Does it make the relevant information perceptible? Can the user understand its meaning? Is the next action clear? Can they recognize whether that action succeeded?
Look for unnecessary steps, demands to remember information across screens and alerts that interrupt without helping a decision. The best change may simplify a sequence or improve feedback rather than add another feature. Confirm its effect through observation and appropriate measures.
Measure effort alongside task success
Choose measures that reflect the priority outcome and the study’s purpose. These may include completion time, errors, requests for help, repeated actions or failure to notice important information.
Subjective workload measures can complement observed performance. NASA Task Load Index can help structure participants’ assessment of workload, while PURE provides an expert assessment of the effort required to complete tasks. Satisfaction ratings on a Likert scale can be used to compare concepts directly with each other and a baseline solution.
Do not treat one measure as a complete account of usability. Faster completion may accompany misunderstanding. A participant may complete the task correctly while reporting effort that makes repeated use impractical.
Interpret results together and examine the conditions under which they occurred. Record the limitations so decision makers understand what the test has established.
Test demand separately from technical feasibility
Pretotyping examines whether people take meaningful action toward using or adopting an idea before the full solution exists. It addresses a different question from whether a working product can be engineered.
A clearly described concept, service simulation or expression-of-interest process may provide evidence about engagement. The strength of that evidence depends on the action required and the conditions surrounding it.
A click demonstrates less commitment than a substantive implementation conversation. Neither establishes clinical efficacy or successful device use.
For medical concepts, keep representations accurate and make the test status clear. Interpret behavioral evidence alongside clinical appropriateness, access requirements and the responsibilities of the people making adoption decisions. Interest alone cannot establish that the solution should proceed unchanged, particularly when workflows in the clinical setting are involved.
Refine the value proposition with evidence
A value proposition explains which customer the concept serves, the job it supports and the difficulties it intends to reduce. It should connect directly with the outcomes identified through research.
Compare that proposition with the evidence from concept tests. Did participants experience the intended benefit? Did another difficulty become more important? Did the concept require assumptions that the intended setting cannot support? Did the concept do something better than a competitor’s current solution?
Capture both positive and negative findings. Use them to revise the concept, the proposition or the team’s understanding of the need.
Then test the important changes. Iteration should answer a question left open by the previous round. Repeating sessions without changing the artifact or research objective can accumulate comments while leaving uncertainty untouched.
Keep early findings within their proper limits
Early concept validation supports decisions about direction and investment. It does not establish all the evidence needed for a finished medical device.
Technical performance, reliability, clinical benefit and intended-use safety require appropriate subsequent work. A convincing simulated experience may depend on functions the team has not yet demonstrated.
Make these boundaries visible in the decision record. State who participated, what was tested, the conditions, findings and unresolved issues. Explain how those findings affect the next commitment.
Overall, having a “winning concept” in hand, backed by user Experience Café data along with user needs in the form of outcome statements formally structured with a direction of improvement and unit of measure, sets a development team up for success. The outcome statement user needs provide a solid foundation for the design history file.
Rapid prototype experience testing gives the team answers to key decisions and sets a target to pursue early on. This results in faster development cycles, more robust regulatory submissions, and better returns on investment spending.
A Value Management Office can connect this learning with resources and stage decisions. Testing should help the organization commit at a pace justified by evidence and concentrate effort on the uncertainties that govern progress.
“Early validation creates value when it changes the concept or the commitment before an unresolved assumption becomes expensive.”
What comes next
Examine one proposed investment. Which assumption could defeat the concept, and what is the least costly credible way to test it?
Prepare an appropriate artifact, involve representative users and observe meaningful tasks. Review the evidence, revise the concept and record the next learning decision. This gives Patient Centered Design a practical route toward solutions people can successfully use and organizations can responsibly develop.
Developing medical device concepts around patient needs
David Hodes
A development team can become committed to a concept before it has seriously considered an alternative. The idea is familiar, a senior sponsor favors it or an available technology makes it attractive. Detailed engineering begins while the reason for choosing that approach remains largely untested.
Concept engineering provides a more disciplined basis for commitment. It develops several viable approaches, compares them against important needs and combines their strongest elements where doing so improves the solution.
Within Patient Centered Design, the purpose is to identify a concept that can help patients and healthcare professionals accomplish their jobs successfully. Question 2.1.1 examines the effectiveness of that work.
“A winning concept earns its place by addressing important needs and surviving comparison with credible alternatives.”
Start with a problem the team agrees on
Concept work begins with a concise problem statement and an agreed objective. Both should describe the progress the intended users need, rather than assume the answer.
An illustrative problem might concern a clinician’s difficulty identifying whether the information needed for a treatment decision is complete. “Build a new dashboard” commits to one response before exploring the problem.
Clarify the users, operating context and desired outcome. Review the patient journey and the clinical work surrounding the interaction. Establish which unmet needs the concept must address.
Resolve major differences in interpretation before the selection exercise. A mechanical engineer, clinician and commercial leader can otherwise compare ideas while quietly applying different definitions of success. Shared language makes their conversation more useful.
Bring priority needs into the criteria
Concept selection needs criteria grounded in research and requirements. Include the outcomes patients and professionals consider important, particularly those existing approaches satisfy poorly.
Then identify necessary capabilities and constraints. Relevant considerations may include safety, reliability, usability, manufacturing, service requirements, implementation and the resources available to develop the solution.
Separate mandatory conditions from characteristics that permit tradeoffs. A concept that cannot satisfy a necessary safety condition needs resolution or rejection; attractive performance elsewhere cannot compensate for that failure.
Define the criteria clearly enough for consistent comparison. “Easy to use” leaves the team guessing. The number of required actions, time to complete an activity or ability to recognize readiness can provide more concrete grounds for conversation, depending on the need.
Generate options before narrowing the field
Concept engineering encourages broad idea generation, with constraints applied more deliberately during selection. This gives the team room to consider alternatives before familiar solutions dominate.
Use sketches and short descriptions to make ideas visible. Invite different functions to contribute approaches, concerns and connections the team might otherwise miss.
The concepts should represent meaningful alternatives. Several versions of the same preferred design may leave the underlying assumptions untouched.
Explore how the required function could be achieved differently. Could information arrive earlier? Could preparation become simpler? Could a service change remove work the proposed product was intended to automate?
Make concepts understandable enough to compare
A concept should communicate its operating principle, important interactions and dependencies. A simple drawing can expose differences that remain hidden in a verbal description.
Explain what the patient or professional would do, what the system would provide and what supporting resources would be required. Include the activities before and after the visible product interaction.
Build enough detail to support the decision at hand. Early concept selection does not require complete engineering specifications, but an appealing image alone gives little basis for comparison.
Record what is known and what is assumed. If one idea appears stronger because its description omits difficult tasks, the matrix will reward an incomplete account of the solution. Consistent descriptions support a fairer evaluation.
Use a simple comparison matrix
The Pugh matrix provides a structured way to compare concepts. List the criteria as rows and the candidate concepts as columns. Choose a reference concept, known as the datum, against which alternatives will be assessed.
For each criterion, judge whether a concept is better than, similar to or worse than the datum. The simple notation is positive, same or negative.
Discuss the basis for each rating. Record supporting evidence and unresolved questions. The matrix makes differences visible and gives the team a shared place to examine them.
Totals can help identify promising candidates, but they should not make the decision automatically. The significance of a weakness depends on the criterion involved. Several small advantages may leave a concept unable to address its most important requirement.
“The matrix is useful when it exposes the reasoning behind a choice and the evidence still needed to defend it.”
Match the method to the available evidence
Early conversations often rely on incomplete information. Simple comparisons can be more useful than elaborate scores that suggest a level of precision the team does not possess.
Weighted methods may help when criteria genuinely differ in importance. Paired comparisons can support more structured judgments about relative priority. When measured engineering performance is available, use those data directly in the evaluation.
Choose the method for the decision and evidence, rather than adding complexity by default. Explain how weights or ratings were established and which assumptions could change the result.
Check whether the leading concept remains attractive under reasonable changes to uncertain judgments. A decision that reverses after a minor rating adjustment deserves closer examination before the organization makes a substantial commitment.
Look for stronger combinations
Hybridization is a central part of concept engineering. A concept with several strengths may also have a weakness another option handles well.
Examine whether the useful elements can be combined into a stronger approach. For an illustrative monitoring solution, one concept may support straightforward preparation while another provides clearer feedback when a connection fails.
A hybrid might preserve both benefits, but it needs its own evaluation. Combining features can introduce new interfaces, added complexity or conflicting operating requirements.
Redraw the combined concept and reassess it against the criteria. Investigate whether it actually removes the weakness or merely moves the burden elsewhere. The aim is a coherent design whose interactions work together, rather than an accumulation of everyone’s favorite features.
Manage disagreement as a source of learning
Concept selection brings technical judgment, professional experience and organizational interests into the same conversation. The quality of that conversation affects the outcome.
Agree on meeting ground rules and use a team with relevant expertise across functions. Ensure that a strong personality or senior title does not become a substitute for evidence.
When disagreement cannot be resolved, capture the question and define an action. Assign an owner, the evidence required and a completion date. An independent facilitator can help when team dynamics obstruct useful comparison.
The method can make judgments more transparent, but it does not eliminate subjectivity. Leaders should expect the team to explain its reasoning and show how important uncertainties will be resolved.
Test the assumptions that could defeat the concept
The leading idea may depend on uncertain technical performance, user behavior, supplier capability or implementation conditions that significantly affect time to market. Identify those dependencies before detailed development absorbs significant resources.
Plan focused experiments, research or prototypes to address them. Match each activity to a question that could change the selection decision.
If a concept depends on clinicians adopting a new preparation routine, a technical bench test will not establish that assumption. If it depends on a material performing under particular conditions, user enthusiasm will not resolve the engineering question.
Prioritize uncertainties with serious consequences for the concept’s viability. Early learning should help the team avoid expensive redesign while preserving options until the relevant evidence is available.
Select a direction with a clear explanation
At this point in the design process, using patient and healthcare professional journey mapping satisfies the Empathy stage of Design Thinking. Understanding the jobs to be done and desired outcomes satisfies the Define stage of Design Thinking. Concept engineering at its core is a practice that ensures the best solution direction is chosen before significant expense is incurred and satisfies the Ideate stage of Design Thinking.
With a selection of “winning concepts” in your pocket, complete the Design Thinking stages by rapidly prototyping and testing solutions with customers to gather data on which concepts your customers desire most. The Design Thinking stages provide an explanation of why a solution is preferred and a record of why alternatives were not chosen.
Retain the criteria, important comparisons, hybridization decisions and unresolved risks. This record helps future teams understand the consequences of a proposed change.
Selection establishes a direction for further learning and development. It does not prove that the solution meets user needs or performs safely in practice. Concept validation and subsequent engineering evidence must support those conclusions.
Keep the relationship with the original needs visible. A chosen architecture can gradually lose important benefits as specifications and implementation choices evolve. Traceability helps the team notice when a tradeoff undermines the reason the concept was selected.
Connect concept decisions with enterprise priorities
The Voice of Business and Voice of Technology should inform selection alongside customer evidence. A concept needs a realistic development route and an operating environment capable of supporting it.
A Value Management Office can connect these choices with resources and portfolio priorities. Systems thinking helps the team examine whether the proposed improvement addresses a constraint governing patient access or successful use.
Evaluate the complete contribution. A technically impressive device can introduce training, service or clinical work that limits its benefit in the wider pathway.
“Concept engineering should leave the organization with a reasoned choice, a manageable learning plan and a clear connection to patient benefit.”
What comes next
Review one current concept decision. Can the team show credible alternatives, agreed criteria, the basis for selection and the assumptions requiring further evidence?
Bring the relevant disciplines together, compare options and examine stronger combinations. Then test the uncertainties that could change the decision. That is how Patient Centered Design builds a defensible route from important needs to better products.
Understanding the jobs healthcare professionals need to accomplish
David Hodes
Healthcare professional jobs to be done
A clinician checking a monitor is performing an action. The job may be detecting a meaningful change in the patient’s condition soon enough to respond appropriately. A specialist reviewing a report may be trying to decide whether an intervention is suitable, rather than simply consuming more information.
This distinction matters to medical device development. A product can make an action easier while leaving the clinical job difficult or creating additional work elsewhere. How well does your organization understand the jobs healthcare professionals are trying to get done? A strong answer describes those jobs from their perspective and uses evidence to identify the outcomes they need to achieve.
“The job explains why the information matters and what must happen after the professional receives it.”
Define the clinical purpose behind the interaction
Begin with what the healthcare professional needs to accomplish. Depending on the role, this may involve recognizing risk, determining eligibility, delivering treatment, explaining options or evaluating outcomes.
Keep the job statement independent of a preferred product. “Review our dashboard” describes an interaction. “Determine whether the patient requires a change in care” describes clinical progress.
Define the context and boundaries. The work may differ across acute care, routine follow-up and home monitoring. A job that includes several independent clinical purposes may need to be separated into smaller, researchable scopes.
The team should be able to explain why the professional performs the work, what constitutes completion and who depends on the result.
Identify who performs each job
“HCP” covers professionals with different responsibilities, authority and expertise. A physician deciding on treatment, a nurse preparing a patient and a technician acquiring measurements may interact with the same device for different reasons.
Identify the job executor and the people who influence or support the work. Clarify who can make the relevant decision, who supplies necessary information and who acts on the result.
Do not assume that the purchaser, prescriber and daily user have the same needs. A product selected for one group’s convenience can introduce burdens for another.
Research each important perspective while retaining a clear account of the job under investigation. Differences across professional roles should inform the design rather than disappear into an average customer profile.
Study the work in its actual setting
Clinical research combines observation with empathy interviews. Applied to healthcare professionals, it examines clinical work where it happens.
Watch how professionals prepare, locate information, make decisions and respond to interruptions. Ask them to explain recent cases and the reasoning behind their actions.
Observe the tasks before and after device use. A procedure that looks efficient may depend on extensive preparation by another team. A report that looks clear may require a clinician to reconstruct its meaning from several systems.
Discuss observations with the people involved. Familiar workarounds may compensate for a missing capability. Understanding them helps distinguish a product preference from a need that governs successful completion of the job.
Separate current behavior from the desired outcome
Professionals often describe needs through the solution they know: another field, a different screen or a new report. These requests provide useful clues, but they still require interpretation.
An illustrative request for “all the data on one page” may reflect a need to establish whether enough information is available for a decision. The best response depends on the missing information, its relevance and the decision being supported.
Ask why the requested change matters. What uncertainty would it remove? What work would it reduce? What would the professional be able to accomplish more effectively?
Map the complete clinical job
Use the eight-step job framework to investigate the work surrounding the visible activity.
- Define. Establish the intended clinical result and the decision or action required.
- Locate. Obtain the evidence, equipment and resources needed.
- Prepare. Arrange the patient, environment and supporting work.
- Confirm. Verify readiness and determine whether proceeding is appropriate.
- Execute. Perform the assessment, procedure or other clinical activity.
- Monitor. Evaluate progress and recognize deviations from the intended result.
- Modify. Change the approach within the professional’s authority when necessary.
- Conclude. Document, communicate and prepare for the next episode of care.
Treat these steps as prompts for discovery. In practice, professionals may revisit information, pause a procedure or return to preparation. The map should preserve the dependencies that make the job possible.
“Preparation and follow-up are part of the clinical job even when they happen outside the product team’s field of view.”
Convert clinical experience into measurable needs
A desired outcome statement describes how the professional judges success. It identifies the direction of improvement, a measure, what is being controlled and the context in which it matters.
For example: “Minimize the time required to determine whether the information needed for an eligibility decision is complete.” Another might be: “Reduce the likelihood that a clinically significant change is missed during review of monitoring results.”
These are illustrative research statements, not claims of demonstrated product performance. They require validation with the professionals whose work they describe.
Avoid combining several outcomes into one statement. Speed, completeness and accuracy may all matter, but respondents need to evaluate each clearly. An outcome should also leave room for alternative ways of satisfying the need.
Preserve judgment and accountability
Clinical jobs involve interpretation and responsibility as well as information processing. Understanding the outcome does not establish that the product should take over the professional’s decision.
Clarify where the device supplies evidence, supports a task or performs a defined action. Examine what the professional needs to recognize limitations, handle exceptions and decide when additional expertise is required.
A design that reduces routine effort can introduce new review work or uncertainty. Research should capture these consequences alongside the intended benefit.
When professionals ask for greater confidence, determine what supports that confidence: appropriate evidence, clear limitations, interpretable results or a reliable escalation process. Design decisions should preserve the professional’s ability to act responsibly within the care setting.
Establish priorities through importance and satisfaction
Once qualitative research has produced clear outcomes, use quantitative research to determine their importance and how well current approaches satisfy them.
Ask professionals to rate the outcome itself, with a defined reference situation. Satisfaction should concern their current ability to complete the job, rather than whether they like a brand or presentation.
Include relevant variations in setting, experience and workload. The priorities of a high-volume specialist service may differ from those of a clinician who encounters the condition occasionally.
Opportunity assessment considers importance together with the gap between importance and satisfaction. It helps direct attention toward underserved outcomes. Apply consistent scales and interpret scores alongside the underlying evidence. Necessary safety requirements remain obligations even when survey respondents rank them differently.
Look for hidden differences between groups
Average scores can conceal important difficulties. A need may be well served for experienced users but poorly served for professionals without immediate specialist support.
Examine whether respondents cluster around different patterns of unmet outcomes. Investigate the circumstances that explain those patterns.
A group may struggle primarily to prepare the patient. Another may struggle to interpret results or coordinate follow-up. These differences can call for different product capabilities, training or service arrangements.
Bring clinical needs into the target product profile
A target product profile connects prioritized outcomes with the Voice of Technology and the Voice of Business in one shared definition. For healthcare professional jobs, this creates a shared view of what the solution must enable.
Technical assessment examines feasibility and readiness. Business assessment clarifies objectives, resources and implementation conditions. Clinical evidence and relevant requirements shape what can responsibly be promised.
Record the important outcomes, intended users and operating context. Identify the measures and evidence that will establish whether a concept improves the job.
Use the profile to guide tradeoffs. A feature that helps one professional may transfer work to another. The team needs to assess its effect on the complete clinical activity and the patient pathway.
Test concepts against the work they should improve
Concept evaluation should examine realistic tasks and scenarios with representative professionals. Ask what the proposed approach changes about their ability to achieve the priority outcomes.
Observe preparation, interpretation, exceptions and handover. Measure relevant effort or performance where the study supports it. Investigate whether support requirements make adoption practical in the intended setting.
A preference survey can identify an attractive concept, but it does not establish successful clinical use. Keep unresolved questions visible and plan the evidence needed to answer them.
Connect the results with the wider care system. The Theory of Constraints helps determine whether improving this job releases capacity or removes an obstacle governing patient progress.
“A useful concept improves an important clinical outcome of the job and remains practical within the system delivering care.”
What comes next
Examine one clinical job your solution supports. Can the team state its purpose, identify its executor and show which outcomes remain poorly served?
Observe the work, validate the outcome statements and measure priorities. Then test concepts against those outcomes and their effects on patient flow. That is how Patient Centered Design connects professional insight with better products and more dependable care.
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We alternate our own actionable articles with three relevant links from other authorities.
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