Artificial intelligence (AI) technologies offer tremendous potential for product and service innovation, yet finding good use cases remains challenging. Currently, AI projects largely fail due to breakdowns in early stage ideation and problem formulation. Drawing on HCI research that used AI capabilities and examples to facilitate AI concept ideation, this paper investigates how these approaches might be operationalized in industry settings. We collaborated with cross-functional industry teams in insurance, accounting, and consultancy. We conducted a series of AI Design Sprints, where innovators simultaneously consider AI capabilities and human needs. All teams perceived the ideation method highly valuable both for rapidly exploring use cases and building AI literacy within teams. We detail our process, the challenges, and artifacts that proved effective. We share insights on how AI projects get initiated, and how innovation teams identify use cases. Reflecting on these case studies, we discuss opportunities for improving early stage AI innovation.

Recent advances in AI combine large language models (LLMs) with vision encoders that bring forward unprecedented technical capabilities to leverage for a wide range of healthcare applications. Focusing on the domain of radiology, vision-language models (VLMs) achieve good performance results for tasks such as generating radiology findings based on a patient’s medical image, or answering visual questions (e.g., “Where are the nodules in this chest X-ray?”). However, the clinical utility of potential applications of these capabilities is currently underexplored. We engaged in an iterative, multidisciplinary design process to envision clinically relevant VLM interactions, and co-designed four VLM use concepts: Draft Report Generation, Augmented Report Review, Visual Search and Querying, and Patient Imaging History Highlights. We studied these concepts with 13 radiologists and clinicians who assessed the VLM concepts as valuable, yet articulated many design considerations. Reflecting on our findings, we discuss implications for integrating VLM capabilities in radiology, and for healthcare AI more generally.

Advances in artificial intelligence (AI) have enabled unprecedented capabilities, yet innovation teams struggle when envisioning AI concepts. Data science teams think of innovations users do not want, while domain experts think of innovations that cannot be built. A lack of effective ideation seems to be a breakdown point. How might multidisciplinary teams identify buildable and desirable use cases? This paper presents a first hand account of ideating AI concepts to improve critical care medicine. As a team of data scientists, clinicians, and HCI researchers, we conducted a series of design workshops to explore more effective approaches to AI concept ideation and problem formulation. We detail our process, the challenges we encountered, and practices and artifacts that proved effective. We discuss the research implications for improved collaboration and stakeholder engagement, and discuss the role HCI might play in reducing the high failure rate experienced in AI innovation.

Clinical practice guidelines, care pathways, and protocols are designed to support evidence-based practices for clinicians; however, their adoption remains a challenge. We set out to investigate why clinicians deviate from the “Wake Up and Breathe” protocol, an evidence-based guideline for liberating patients from mechanical ventilation in the intensive care unit (ICU). We conducted over 40 hours of direct observations of live clinical workflows, 17 interviews with frontline care providers, and 4 co-design workshops at three different medical intensive care units. Our findings indicate that unlike prior literature suggests, disagreement with the protocol is not a substantial barrier to adoption. Instead, the uncertainty surrounding the application of the protocol for individual patients leads clinicians to deprioritize adoption in favor of tasks where they have high certainty. Reflecting on these insights, we identify opportunities for technical systems to help clinicians in effectively executing the protocol and discuss future directions for HCI research to support the integration of protocols into clinical practice in complex, team-based healthcare settings.

Advances in artificial intelligence have enabled unprecedented technical capabilities, yet making these advances useful in the real world remains challenging. We engaged in a Research through Design process to improve the ideation of AI products and services. We developed a design resource capturing AI capabilities based on 40 AI features commonly used across various domains. To probe its usefulness, we created a set of slides illustrating AI capabilities and asked designers to ideate AI-enabled user experiences. We also incorporated capabilities into our own design process to brainstorm concepts with domain experts and data scientists. Our research revealed that designers should focus on innovations where moderate AI performance creates value. We reflect on our process and discuss research implications for creating and assessing resources to systematically explore AI’s problem-solution space.

Artificial intelligence (AI) presents new challenges for the user experience (UX) of products and services. Recently, practitioner-facing resources and design guidelines have become available to ease some of these challenges. However, little research has investigated if and how these guidelines are used, and how they impact practice. In this paper, we investigated how industry practitioners use the People + AI Guidebook. We conducted interviews with 31 practitioners (i.e., designers, product managers) to understand how they use human-AI guidelines when designing AI-enabled products. Our findings revealed that practitioners use the guidebook not only for addressing AI’s design challenges, but also for education, cross-functional communication, and for developing internal resources. We uncovered that practitioners desire more support for early phase ideation and problem formulation to avoid AI product failures. We discuss the implications for future resources aiming to help practitioners in designing AI products.

HCI research has explored AI as a design material, suggesting that designers can envision AI’s design opportunities to improve UX. Recent research claimed that enterprise applications offer an opportunity for AI innovation at the user experience level. We conducted design workshops to explore the practices of experienced designers who work on cross-functional AI teams in the enterprise. We discussed how designers successfully work with and struggle with AI. Our findings revealed that designers can innovate at the system and service levels. We also discovered that making a case for an AI feature’s return on investment is a barrier for designers when they propose AI concepts and ideas. Our discussions produced novel insights on designers’ role on AI teams, and the boundary objects they used for collaborating with data scientists. We discuss the implications of these findings as opportunities for future research aiming to empower designers in working with data and AI.

Digital fabrication tools have transformed how people work in micro- and small-scale manufacturing settings. While increasing efficiency and precision, these tools raise concerns around user agency and control. This paper describes an exploratory study investigating the felt work experience and desired futures of professionals who use fabrication tools. We conducted co-design workshops with 23 professionals who use 3D printers, laser cutters, and CNC routers. We probed about current practices; machine awareness and autonomy; and user agency. Our findings reveal that current tools are not very professional. They are unreliable and untrustworthy. Participants desired smarter tools that can actively prevent errors and perform self-calibration and self-maintenance. They had few concerns that more intelligence would impact agency. They desired tools that could negotiate trade-offs between time, cost, and quality; and that can operate as super-human shop assistants. We discuss the implications of these findings as opportunities for research that can improve professionals' work experience.