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Claire: Trendslation workshop
https://kampanje.com/markedsforing/2015/10/coop-sto-bak-hemmelig-kaffebar-pa-grunerlokka/Lecture and workshop with Claire, who does her phd at AHO on trendslation.
Exploring trend-driven service innovation in public services
Zeitgeist
Trends may be:
Mega
Macro (often cultural determined)
Micro
Social
Technological
Economic
Ecological
Political
Cultural
Consumer trends
Translating culture into “something”, thereby providing meaning.
Meaning is subjective and makes sense of things, it is contextual and is interpreted through visuals and language (language, symbols, etc).
Interesting points:
Pinterest is an example of where you might detect new trends. Pinterest picks up cultural trends and displays it. What is interesting, is that Pinterest is also where a lot of people find inspiration. This means that Pinterest also is determining what is trending. Thereby Pinterest has a lot of power in curating whats trendy right now.
Where to brand:
Existing brand
Piggyback
New brand
Brand in disguise
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Branding - driver staten med den slags?
Forelesning (på norsk) med Bente Helen Stinnes fra Helsedirektoratet.
Jobber for at:
Flere har god helse og redusert forskjell
Pasienter møter en helhetlig helsetjeneste
Helsedirektoratets rolle:
Faglig rådgiver
Iverksette vedtatt politikk (endrer seg mye ved regjeringsskifter)
Forvalte eksisterende lov - og regelverk
Helhetlig ansvar for den nasjonale helseberedskapen
Brand / Merkevare:
Visjon: God helse gode liv
Verdier: ferdighet, åpenhet, samarbeid
Kjerneprodukt: nasjonale faglige retningslinjer
Viktigste jobb: innholdsforvaltning, tilgjengeliggjøre informasjon for å sikre pasientsikkerhet gjennom API.
Helsedirektoratet tilbyr nøytral informasjon og lar folket selv få velge om det ønsker å følge/bruke denne informasjonen. Om folk vet sitt eget beste er annet spørsmål. Bente refererer til forskning som viser at 95 % av alle våre valg er ubevisste. Da får meg til å tenke tenker at det spørs hva som defineres som et valg. Men dette betyr at Helsedirektoratet skal skape tillit og troverdighet, på tross av at de også står bak upopulære tiltak. De opererer i et marked og må derfor være synlige.
Produkter og merkevarer:
Nøkkelhullsmerket: foreligger høyere troverdighet ved at myndighetene ligger bak, men det er ikke viktig at Helsedirektoratet er bak, ingen poeng.
Slutta: blir ansett som en suksess.
Bare du: Ny tjeneste hvor flere tiltak/produkter som kan hjelpe borgere med å endre levevaner tilbys på et sted. Det kan dog være problematisk å blande brands da sterke merkevarer (slik som Slutta) kan assosieres med andre svakere merkevarer. Problematisk kan også de ulike målgruppene være. Kanskje noen av disse ikke vil assosieres med hverandre, da de ikke anser egne “problemer” på likt nivå med f. eks. røyking.
Politikk:
Helsedirektoratet kan foreslår løsninger for departementer, men som regel utføres arbeid på politisk bestilling.
F. eks: nøytral snusbokser: Kunnskapsbasert tiltak, vanskelig å måle effekt, men mindre identitetsmarkør (ihvertfall ved brands)
Interessante punkter:
Kan statlig branding oppfattes som propaganda?
Tvang: ved upopulære tiltak elsker folk på trass.
I sitt arbeid for folk beste er Helsedirektoratet villige til å utføre “drøye” tiltak/reklame som er verdt oppmerksomheten.
Interessant at Helsedirektoratet står for upopulære tiltak, og at de ikke er opptatt å fremme seg selv eller bli likt. De arbeider for det de mener er det beste for folks helse
Motivations, requirements and concerns for working in the public sector:
The class in general tended to be very concerned for stagnating in the public sector, not learning anything new and becoming some “office rat”. Most of us had our believes and prejudice towards bureaucrats, and were afraid that we would have to “defend” our field as designers. Even worse, perhaps we need to fight this battle alone.
Others pointed out the possibility to gain deep insight in an organization, becoming an expert in one field and making a change from within.
Sara: “trust the way you do it, is the right thing for the specific situation”
Min note of the day:
Dont become a workshop monkey (the workshop trap).
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Jonathan Romm
Lecture with Jonathan Romm, sharing experience from working with service design, as well as his view on branding.
Service: helping someone by exchanging value.
Public service: supplying a commodity to any or all members of a community.
Public services:
Users may not have a choice to choose other service suppliers (Scandinavia is a good example of this)
There is a constant need for adaptation.
Public services are complex and risk resilience (which may make them slow).
Working with public services you have to create a lot of value, out of few resources/small budgets.
Public services must increase internal engagement (imagine all those grumpy old ladies who have worked there for 40 years).
Experience the volume of a public service.
Responsibility to ensure citizens needs & rights.
Branding
Service providers and service users are in a relationship. Branding of a public service may be manifested through this relationship. Consider:
What/How is this mutual relationship?
Which personality and traits does this relationship have? Jonathan used the Briggs Type Indicator as an example to show how we might analyze the personality of a service in order to brand it.
A service personality may be transferred to different organizational levels, eks. the core, values or symbols. The branding may be on a superficial level or “a shadow of something deeper.”
What process lies behind the name of a service? Does it offer a historical value for the users? Changing a name changes what people are used to. Strong reactions to changes (like NSB becoming VY) may be related to a grief of the world that was. The world changing may for someone be hard to accept.
Trust. Users have collectively ownerships that are a part of our constructed reality, a part of the world that we navigate through. Destructing this reality is painful.
“Same shit in a new wrapping”. Does a rebranding need to reflect deeper internal changes?
Look at the deeper entities of an identity. Extract the core relationship, identity and symbols. What relationship to we want to have? Is this something we can feel? Is branding the embodied feeling of what the users feel at front?
Surprising learning:
Middlemanagementconservatism (!) are often present in larger organizations.
Mind note of the day:
Design Do Tanks
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Frida Almquist
Guest lecture with Frida Almquist, sharing experience from her diploma degree, work with DOT and her phd on roadmaps.
Quote of the day:
“Change takes time”
Key takeaways:
User insight:
How do we balance the user insight with the other restrictions a design process may encounter? Which one matters more, or how might we meet the user needs within the restrictions that are given?
People may never encounter the people their work will affect. Although many are aware of the importance of user involvement, few include the in the process. Service design has the power to facilitate connection between the ‘workers’ and the end user. The goal is to make people talk together, understand each other needs but also each others lives and motivations.
Roadmaps and implementation:
Implementation: bringing the concept up from the drawing table and out in the world.
Roadmap and roadmapping: roadmapping is the visual action of planning, roadmap is the visual product that shows current state, where we want to go and how we get there.
Service innovation: does not necessary include design.
Value of design concept that will not be implemented?
A discussion followed, were we talked about how some design concept may provide value without being implemented. Perhaps some concepts are way to expensive to realize, but they may function as an eyeopener or inspiration for people within a organization etc. Perhaps they address something of importance and enable action, while the solution might we something different.
Another theme that came up, was the importance of acknowledging current services that function quite well. As time moves on, services may be taken for granted. Perhaps the current solution actually is the best solution with the resources that are at hand. This may be valuable to underline, to create awareness and ownership.
Implementation workshop
The lecture about implementation made me think back to last semester, where I was part of a group which facilitated a implementation workshop with a client. The client was organizing a festival that would happen in six months. Just drawing up a timeline to show where we were in the process and where we needed to be at what time, functioned as a big eye opener for the client. He realized how little time he himself had to finish everything within the timeframe. This helped us narrowing down what actions were most valuable to go ahead with, thereby making it easier to finish everything within time. The workshop proved to very valuable for both us and the client.
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Kaja Misvær
Guest lecture with Kaja Misvær from DesignIt, sharing experience and tips from working as a service designer within the public sector.
Quote of the day:
“I’m sticking to that there is room for shy people” - Teddy
Key takeaways:
DesignIt (as an example) has design at their heart and that affects their working culture. The client may have a completely different working culture, which means it is important to understand each other and where you and they are coming from. If you f. eks. have one sceptic questioning you, try to understand them and what affects them. It’s usually not personal or related to you as a designer.
Balance positive and negative insights related to the client. Praise what they do well, address what needs to be worked on.
Design proposals in the public sector are often time consuming and unnecessary complicated. Your proposal may also be rejected.
“Its is our right to understand what our rights are”
Klarspråket and Tidstyvarbeid. I love this.
Use workshops to get people warmed up and let them get to know each other better.
Traits of the service designer:
“There is room for any designer”. Being a designer, it sometimes may feel like you have to have a specific personality. Be confident in your personality and trust your profession, that will translate to the audience.
Turn negatives into opportunities.
Be interested, committed and diplomatic, don’t sell your abilities.
Explain what you are doing and why you are doing it.
Trust your methods.
Praise others.
Be yourself and have confident in your personality.
Frame your needs to the client, be honest.
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Policy design
Guest lecture with Heidi Dolven from Halogen (Ted’s wife!), sharing experience from working with the policy/public sector of Norway.
“Every system is perfectly designed to get the result it gets”
Key takeaways:
Sensemaking and changemaking: large amount of the workload is making sense of the political world one are designing for, and handing it (”the sense”) back to the client.
Implementation: Norway is a diverse society and that diversity should be considered while designing policy that effects the entire nation, to ensure that the design is well fitted to be implemented in both small and large municipalities.
Samskape: a nice Norwegian word for co-creation.
You can challenge yourself in workshops but still stay within your comfort zone.
Boundary objects: visualizing information and putting it on the table, creating a safe frame for discussion. This could also be viewed as a part of designing the experience of the participants of a workshop.
Team dynamics: Address issues and create awareness of team dynamics for its members. Be humble and ensure team members that you understand them, their insight and background.
Structures of knowledge: Designers work in teams where the team has a collective insight and knowledge. Other professions have a more traditional structure where employees look to a senior or leader for knowledge.
Superpowers or tools?
A discussion about the role, title and usage of designers followed. Designers have a set of tool box that can create value in many processes. In the discussion, drawing and the ability to visualize information was emphasized. This tool can help people understand and discuss information easier, and even flaws may be detected earlier on. This tool can be shared. As one of the many roles of the designer is the facilitator, designers may create framework to enable others to feel comfortable draw as well, which could result to more insight. As this is another way of dealing with information, being humble in the way you are working with others’ information is important.
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Fields Notes w/Josina Vink
Josina Vink shared some experiences from working as a designer with the public/social services of Toronto.
Key takeaways
Use tools as boundary objects to help the communication between different stakeholders / users. It may help everybody understand what that is discussed, how it is interpreted and function as a tool to easier intervene.
Josina showed several examples on co-creation and tips on how to execute it smart.
“Good design is not always delightful”.
The class had a discussion over the use of the word “delightful” as an indication for a good design or experience. The word may have different meaning for different people, but most importantly “delightful” is perhaps not the ultimate goal of a service encounter or experience. Several negative
Delightful experiences may exclude people in unexpected ways.
Delightful experiences may decrease the trust of a service, as it may be viewed as “unserious”.
“Change is not without conflict”. Delightful experiences may be delightful but what do they trigger? How do you enable reflection and engagement when working with users or co-creation? “Lasting change means digging deep”.
“Co-creation is not always the solution”
How do we know when the co-creation is the right tool to use? Users may be experts on specific fields and if included in the design process, they may add great value and deep insight to the design. But on the other hand, sometimes “experts” may know what’s the best for us, like a nutrition expert. How do we balance the expertise of those two?
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Brand?
Guest lecture with Nicholas Ind about brands and branding
Key takeaways
Be mindful of terminology when talking about brands and branding, especially when meeting the public sector and public services.
Brand, identity, communication?
Brands
Definitions:
Promise to deliver an experience
Create and meet expectations
Are a portfolio of meanings
Other views:
May be viewed as a social construct
Are strong cultures
Provide a framework, which content and borders may be explored (brands are inspiring, not controlling).
Are bound to change and continuum (new knowledge requires branding).
Values
Brand values are contextual, but reduce complexity of organizations (too reductive by some opinions). Values may be used as conversations points, or tension triggers as their true meaning may be uncertain.
Rebranding an organization
Identity their reason to exist.
Semantic transformations (from brand to behaviors, system etc.)
Be mindful of the past (and present) of the organization.
Get the employees (especially the seasoned ones) on board.
What is the aim of the rebranding? To create meaningful experiences?
Mind note of the day:
Thinking takes time (reflection leads to knowledge)
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