Key principles iterate #7 Iterative § Design is a cyclical process of building, DISCOVER DEFINE DEVELOP DELIVER testing, analyzing, and INSIGHTS PROBLEM SOLUTIONS VALIDATION learning. § If we focus on process rather than the end result, we may stumble upon unexpected results iterate PHASE 1 PHASE 2 PHASE 3 PHASE 4 DESIGN CONCEPTS’ PHASED PROCESS DIAGRAM DE S I GN CONCE P TS, INC. 3 8
Resource for additional information Service Design: From Insight to Implementation By Andy Polaine and live|work founders, Ben Reason and Lavrans Løvlie. DE S I GN CONCE P TS, INC. 3 9
Exercise #1: How Might We? DE S I GN CONCE P TS, INC. 4 0
WHY create How Might We questions? § How Might We (HMW) questions reframe problems as opportunities § HMWs help us look at a problem from multiple angles § HMWs provide the hook for research and brainstorming activities to come DE S I GN CONCE P TS, INC. 4 1
Ex #1: HOW to generate HMW questions? Step #1: Generate Problem Statements § Time: 3 minutes § Format: Individual § Task: List all of the problem statements you can think of related to your table topic on post-it notes. Take your table topic challenge and drill into the specifics of the problem. Try to put it in terms of an (imagined) person. Example § Challenge: Overcome the barriers to using the library for working families § POV: The Smith family is rushed to get dinner on the table in the evenings, when they would like to spend quality time together. The Andrews’ aren’t able to attend programs that are scheduled during the work day. The Williams’ have varying intellectual demands of multiple children. DE S I GN CONCE P TS, INC. 4 2
Ex #1: HOW to generate HMW questions? Step #2: Select a Problem Statement § Time: 10 minutes § Format: Team § Task: As a team, share your problem statements and sort them into clusters of similar ideas or problems. Select one cluster of problem statements that you would like your team to focus on for the remainder of the day. Example § Challenge: Overcome the barriers to using the library for working families § The team sorts all of the POV statements and selects a cluster that describes “Working families have too many domestic after-school responsibilities to enjoy the library with their kids.” DE S I GN CONCE P TS, INC. 4 3
Ex #1: HOW to generate HMW questions? Step #3: Generate HMW Questions § Time: 15 minutes § Format: Team § Task: Using the HMW worksheet, generate a list of questions. Once you complete the worksheet, select one of the questions for your team to focus on in the upcoming research and brainstorming exercises. DE S I GN CONCE P TS, INC. 4 4
Ex #1: HMW example POV: Working families have too many domestic after-school responsibilities to enjoy the library. Amp up the good: HMW create more quality time for families afterschool? Remove the bad: HMW eliminate domestic responsibilities afterschool? Explore the opposite: HMW make chores the most exciting part of the day? Question an assumption: HMW help working parents make the case for more flexible work schedules? Go after adjectives: HMW make afterschool chores exciting and shared instead of routine and individual? ID unexpected resources: HMW put other programs (during the day or for the retired) to work to support the workload of working mothers? Create an analogy from need or context: HMW make limited afterschool hours feel like a family reunion? Play POV against the challenge: HMW make kids want to help with afterschool chores? Change the status quo: HMW make working parents feel less time-strapped? Break POV into pieces: HMW make afterschool programs fun for kids? HMW give mom more free time? DE S I GN CONCE P TS, INC. 4 5
Fast Break! 5 minutes DE S I GN CONCE P TS, INC. 4 6
Discover: Contextual Inspiration DE S I GN CONCE P TS, INC. 4 7
This reminds me of…. What problem are you trying to solve, or what activity do you want to support? What is similar to this out in the world? Document what they do, do well and/or are missing. What inspires you? How does this make you look at your problem statement or solutions different? DE S I GN CONCE P TS, INC. 4 8
For example Family dinner Look for inspiration on the term family and dinner DE S I GN CONCE P TS, INC. 4 9
Exercise #2: Lightning Inspiration DE S I GN CONCE P TS, INC. 5 0
Ex #2: Lightning Inspiration Step #1: Silent Generation § Time: 8 minutes § Format: Individual § Task: What companies, products, or services in the world do a good job of responding to your opportunity? List your ideas on post-its. You may use your brain, computer, or tablet for this exercise. The goal is to generate 3-10 companies, products, or services outside of the library experience. Example § For example: Blue Apron delivers groceries and meals to reduce time spent shopping and meal planning; Chores Hero app helps organize and distribute chores; Fit-to-Go meal service at Harbor Athletic Club combines 2 to-dos of exercise and dinner; Hop Skip Drive ridesharing service for kids; the school lunch program, etc. DE S I GN CONCE P TS, INC. 5 1
Ex #2: Lightning Inspiration Step #2: Team Share-out § Time: 12 minutes § Format: Individual § Task: Rapid-fire share-out your top 3-5 ideas with your team. Find a space on the wall to post your Lightning inspiration, for when you need to reference it later. DE S I GN CONCE P TS, INC. 5 2
Discover: Building Empathy DE S I GN CONCE P TS, INC. 5 3
The importance of building empathy iterate Phase 1 § The start of a service design project is a period DISCOVER DEFINE DEVELOP DELIVER of discovery, gathering INSIGHTS PROBLEM SOLUTIONS VALIDATION inspiration and insights, identifying user needs, and developing initial ideas iterate PHASE 1 PHASE 2 PHASE 3 PHASE 4 DESIGN CONCEPTS’ PHASED PROCESS DIAGRAM DE S I GN CONCE P TS, INC. 5 4
Key principles of service design #1 People focused § The service design process always starts with the customer needs, pain points, motivations, and opportunities § From there, the focus extends to other stakeholders, or actors, in the service experience— from the person behind the counter to the person delivering the mail MADISON PUBLIC LIBRARY DE S I GN CONCE P TS, INC. 5 5
Key principles of service design #2 Research based § Building empathy for each stakeholder group is a key component of the process § Planning a thoughtful approach to understanding each user group is a critical part of any design thinking process § Get out of the building. Breakthrough ideas happen when you get outside of your normal routine and headspace DE S I GN CONCE P TS, INC. 5 6
The importance of building empathy The core starting point of the service design approach is to be human focused . • Building empathy for each stakeholder group is a key component of the service design process So…. • You must put stakeholders at the center of the process if you want to design successful and popular services DE S I GN CONCE P TS, INC. 5 7
Building empathy enables designers to… Understand the needs, behaviors, and values of stakeholders Reveal opportunities that match user needs to company goals Develop more compelling offerings for your customers Evaluate service concepts or directions Ensure ideas being developed are desirable DE S I GN CONCE P TS, INC. 5 8
How do we build empathy? • Designers look to understand the needs and desires of the people who will use a product or service by spending time with them • Building empathy allows for a deeper understanding of how your service is perceived, used, and experienced DE S I GN CONCE P TS, INC. 5 9
Defining the research question and objectives • Before undertaking any research, it is important to define your goals/learning outcomes • Start broad in an opportunity space, then narrow down to a specific hypothesis you want to investigate, validate, or refute in relation to the overall project objective • Be sure to define the problem, not the solution DE S I GN CONCE P TS, INC. 6 0
Pair your methods to your inquiries Empathy building occurs at all stages of service design. These are two examples of empathy building research activities in discovery research: User Shadowing/Observation Observation is the most fundamental way to gather primary information and is a key tool for design research. Simply put, it means going out into the world with open eyes and mind to develop an understanding and empathy about other people’s experiences. Contextual Inquiry/Interviewing Contextual inquiry allows for the exploration of specific behaviors, attitudes, motivations, and beliefs through a moderated interview. DE S I GN CONCE P TS, INC. 6 1
Finding the right participants How do you find the right participants? Before beginning any empathy building research it is important to find the right participants. The first step is to clearly articulate what kind of person you are looking for. To do this you can create a participant profile . This profile should be just enough detail to help guide in the identification process of interview candidates. Ex: staff member who has deep knowledge in a service, has decision-making authority and represents a segment of use cases DE S I GN CONCE P TS, INC. 6 2
Developing protocols, guides and debriefs • Proper documentation is a necessary step in data collection and should be developed before performing research • Guides and protocols ensure data are collected in a consistent matter and with the research aims in mind • Guides and protocols should be specific (ex: listing questions to be asked, approximate time to spend on categories of questions, etc.) but also be open to change depending on the interviewee’s responses • Be sure to include the learning outcomes/goals of research on your guides to reference • If you want to ensure you capture all data – and you do – debrief as soon as possible after each interview/observation DE S I GN CONCE P TS, INC. 6 3
The importance of a framework • Use a framework to analyze and codify your results into a consumable format. Make sure your framework is geared towards answering your hypotheses. • Use framework to drive data to actionable insights Ex: 5 P’s of Service Design People, Props, Place, Partnerships, Process, DE S I GN CONCE P TS, INC. 6 4
Pains, Gains and Jobs to Be Done The framework of Pains, Gains and Jobs to Be Done is especially useful when determining values Pains: What are people’s primary pain points? Gains: What are people in love with? Jobs: What they trying to accomplish? DE S I GN CONCE P TS, INC. 6 5
Synthesize your findings Look holistically and deeply at the findings and the broad patterns you see across the data to interpret findings into meaningful insights Ex: • Summarize top pain points, benefit, and service perceptions • Frame key insights that might impact service strategy • Recommend next steps for continued research, specific service improvements, and service strategy DE S I GN CONCE P TS, INC. 6 6
Exercise #3: Empathy Building DE S I GN CONCE P TS, INC. 6 7
Exercise #3: Empathy Building Step #1: Jobs to Be Done § Time: 10 minutes § Format: Team § Task: Quickly generate a list of key stakeholders that might be involved in your opportunity. Think broad—anything from the central actor to the costume designer, to use the theater analogy. Complete a Jobs to Be Done worksheet for each of the key stakeholders. Example § For example: Working parents, children, school teachers DE S I GN CONCE P TS, INC. 6 8
Exercise #3: Empathy Building Step #2: Experience Map § Time: 20 minutes § Format: Team § Task: Now that we’ve thought about the individual Jobs to Be Done for each of your key stakeholders, it’s time to understand how their experience today stitches together (if at all!) Select one key stakeholder and build an Experience Map of their experience as it exists today, using the worksheet on your table. Don’t be afraid to get out of the library and into the stakeholder’s head. DE S I GN CONCE P TS, INC. 6 9
Exercise #3: Empathy Building Step #2: Experience Map DE S I GN CONCE P TS, INC. 7 0
Lunch! 60 minutes DE S I GN CONCE P TS, INC. 7 1
Define Bridging the gap from insights to actionable solutions DE S I GN CONCE P TS, INC. 7 2
Design thinking process ABSTRACT PATTERNS DIRECTIONS UNDERSTANDING DOING OBSERVATIONS SOLUTIONS CONCRETE DE S I GN CONCE P TS, INC. 7 3
This is the tricky part Observations Find a space to externalize and visualize all of your observations from the discovery phase. -User Research -Contextual Research -Company/Institutional Research DE S I GN CONCE P TS, INC. 7 4
This is the tricky part. WHAT? Observations Patterns/Frameworks Find a space to Next, it’s time to apply externalize and visualize structure to identify gaps, all of your observations uncover patterns, discover from the discovery phase. insights. -User Research - Personas -Contextual Research -Jobs to be Done -Company/Institutional Research - Experience Maps DE S I GN CONCE P TS, INC. 7 5
This is the tricky part. SO WHAT? WHAT? Observations Patterns/Frameworks Directions / Imperatives Find a space to Next, it’s time to apply Imperatives are solution externalize and visualize structure to identify gaps, strategies or solution all of your observations uncover patterns, discover areas that tell us what the from the discovery phase. insights. design needs to do, and how it should do it. -User Research - Personas -Contextual Research -Jobs to be Done -Company/Institutional Research - Musts, coulds, and shoulds - Experience Maps -Design Principles / Drivers DE S I GN CONCE P TS, INC. 7 6
This is the tricky part… GET REAL. SO WHAT? WHAT? Observations Patterns/Frameworks Directions / Imperatives Solutions Find a space to Next, it’s time to apply Imperatives are solution Solutions turn externalize and visualize structure to identify gaps, strategies or solution thinking into all of your observations uncover patterns, and areas that tell us what the reality. from the discovery phase. discover insights. design needs to do and -Prototypes how it should do it. -User Research - Service Blueprints - Personas -Contextual Research -Business Model Canvas -Jobs to be Done -Company/Institutional Research -Concept sketches - Musts, coulds, and shoulds - Experience Maps -Design Principles / Drivers DE S I GN CONCE P TS, INC. 7 7
…but IMO it’s the best part too! § Here’s our team sorting observations that we listed individually on cards § We’re beginning to find patterns and sort them into a larger framework DE S I GN CONCE P TS, INC. 7 8
Exercise #4: Design Guidelines and Solution Brainstorm DE S I GN CONCE P TS, INC. 7 9
Exercise #4: Design Guidelines Step #1: Musts, Coulds and Shoulds § Time: 10 minutes § Format: Team § Task: Generate a list of musts, coulds, and shoulds for a service solution using a blank flip chart and any observations from the Lightning Inspiration and Experience Maps. For example: HMW: make afterschool chores exciting and shared, instead of routine and individual? Musts: Coulds: Shoulds: § could allow for patrons to spend more time with § alleviate the burden of § allow families to spend more time people in their community afterschool chores together § eliminate the burden of any of the the § teach something following: after-school pick-up, grocery shopping, meal planning and prep, laundry, clean-up, and homework DE S I GN CONCE P TS, INC. 8 0
Exercise #4: Design Guidelines Hint: Look to gaps, pain points or needs on your experience map to define what a new service must/could/should do for your user. DE S I GN CONCE P TS, INC. 8 1
Exercise #4: Design Guidelines Step #2: Crazy Eights § Time: 5 minutes § Format: Individual § Task: Every person at your table needs 8 half-sheets of paper. Using your experience map and what you know about your stakeholders and the design criteria, generate 8 ideas for solving the problem with a service. You will have 5 minutes to draw 8 service solution ideas on your half-sheets. That’s 1 idea every 40 seconds…it’s crazy, but it’s a great way to crank out variations of ideas quickly, and turn off the perfectionism and self-editing. DE S I GN CONCE P TS, INC. 8 2
Exercise #4: Design Guidelines Step #3: Solution Brainstorm § Time: 35 minutes (!?!) § Format: Individual § Task: Be honest, you’ve been waiting for this all day. Share-out your ideas around the table and decide on the one idea that best responds to the opportunity. Maybe you take a little of this and that and build on each other’s ideas. Maybe you want to break into 2 teams to explore 2 separate ideas for the remainder of the day. Don’t worry if it’s not perfect—we’re moving fast! For example: The library offers group cooking classes for families every Thursday evening where both kids and adults can learn together and eat what they cook—without dirtying their own kitchen. DE S I GN CONCE P TS, INC. 8 3
Develop The power of prototypes, pilots, and model demonstrations DE S I GN CONCE P TS, INC. 8 4
Why prototype? § The goal is to experience some aspects of the service concept with customers or other stakeholders in order to improve the solutions before more resources are invested for the service to be realized § Save money, time, and resources § Prototyping as a research activity DE S I GN CONCE P TS, INC. 8 5
What to prototype? LOW FIDELITY PROTOTYPE HIGH FIDELITY PROTOTYPE § Objectives: Help us test ideas quickly § Objectives: Helps us refine and cheaply. It should look and feel like and polish idea with user a work in progress. feedback. It should look and feel real. § Examples: Paper prototypes, role- playing, hand-sketched screen mock- § Examples: Clickable ups, cognitive walk-throughs (wearing interfaces of technological the hats of different stakeholder infrastructure, web pages, profiles), 2 minute commercials, videos, 3D printed products service design blueprints, business or packaging, etc… model canvases, etc... DE S I GN CONCE P TS, INC. 8 6
What to prototype? KNOWN If it’s not logical or possible to prototype the full service experience, start with the highest risk assumptions. LESS CRITICAL MORE CRITICAL Highest risk Assumptions UNKNOWN DE S I GN CONCE P TS, INC. 8 7
How to learn from your prototype? § Build what you need The idea is to develop the prototype only to the level of fidelity that is needed to test the service idea and learn what you need to know § Measure Decide in advance of the research the metrics by which you will measure success (clicks, surveys, reactions, etc.) § Context Ideally, a service prototype is put A ‘WIZARD OF OZ’ PROTOTYPE in front of the user in the place, situation, and condition where the service will actually exist DE S I GN CONCE P TS, INC. 8 8
Exercise #5: Prototyping the Service DE S I GN CONCE P TS, INC. 8 9
Exercise #5: Prototyping the Service Service Design Blueprint and/or Business Model Canvas § Time: 30 minutes § Format: Team § Task: Use the next 30 minutes to dive into the details of your service. You may use the Service Design Blueprint or Business Model Canvas worksheets. Feel free to use the worksheets as a guide and instead use post-its and whiteboard space to map it out on the wall. DE S I GN CONCE P TS, INC. 9 0
Prototyping the Service Service Design Blueprint § A tool that helps clarify the interactions between customers, employees, and digital touchpoints § Helps your team think about the frontstage activities that will impact the customer directly as well as the the backstage activities that the customer does not see but are critical to the success of your service innovation DE S I GN CONCE P TS, INC. 9 1
Prototyping the Service Service Design Blueprint How to use: § Begin with a journey map of the customer experience § Next fill-in the front stage touchpoints, including the physical evidence (or stuff), service employees (people), and digital & devices (digital touchpoints) § Finally, think about the backstage people, activities, and processes DE S I GN CONCE P TS, INC. 9 2
Prototyping the Service Business Model Canvas § This tool helps teams visualize how each business aspect of the service aspect will come into place § Even though we might not typically think of library services as a business, this tool helps us think of innovative ways to reach people (channels) or develop key partnerships that can share the load DE S I GN CONCE P TS, INC. 9 3
Prototyping the Service Business Model Canvas How to use: § Begin with the long columns, moving from right to left § Next, go into the squares to detail out the channels, resources, and activities needed to make the service happen § Finish with thinking about the potential cost and revenue streams. § If you’re unsure or have options, it’s okay! List it and move on. DE S I GN CONCE P TS, INC. 9 4
Deliver Storytelling to build alignment DE S I GN CONCE P TS, INC. 9 5
What is storytelling in the context of design? It is not… § a one-way street § passive § a bound final report § text-based § a single presentation or meeting
iterate Storytelling is… continuous & evolving DISCOVER DEFINE DEVELOP DELIVER § The story should be INSIGHTS PROBLEM SOLUTIONS VALIDATION viewed as a conversation overtime and not a one time information transfer § Organize regular touch iterate points so that everyone PHASE 1 PHASE 2 PHASE 3 PHASE 4 feels like they’re building the story together over the course of the project project Launch the research Immerse in insights on pilot Refine based area opportunity Select an solution Advise on
Storytelling is… a design activity § Think about you audience as your customer—what are their needs, pain points, motivators, and hopes for the project? § Design your space— rearrange tables and chairs, hang posters, find natural light, provide writing, drawing, and building materials. Attention to these details will signal that something is “different” from your typical meeting
Storytelling is… Q u i c k s i l v e r : C o - S y n t h e s i s O P P O R T U N I T Y A R E A : a research activity N A M E : Decision-Making Worksheet Rate the opportunity area according to the following criteria, where a higher score (5) is more positive than a lower score (1). People: User Needs 1 2 3 4 5 Value Prop: Core Lab Leaders UNCLEAR CLEAR 1 2 3 4 5 § Like prototyping, Value Prop: Lab Techs UNCLEAR CLEAR 1 2 3 4 5 Value Prop: Clinicians UNCLEAR CLEAR 5 storytelling should be 1 2 3 4 Value Prop: Patient Outcomes UNCLEAR CLEAR 5 1 2 3 4 Behavioral Change HI LOW viewed as a research 5 1 2 3 4 Context: Trends and Competitors activity. Use it as an 5 1 2 3 4 Competitive Whitespace CROWDED OPEN opportunity to get 1 2 3 4 5 Aligns with Trends: Healthcare NO YES 1 2 3 4 5 Aligns with Trends: Technology NO YES feedback and improve 1 2 3 4 5 Company: ADD Vision § One example is to use Q u i c k s i l v e r : C o - S y n t h e s i s Q u i c k s i l v e r : C o - S y n t h e s i s 5 O P P O R T U N I T Y A R E A : O P P O R T U N I T Y A R E A : 1 2 3 4 Value Prop: Internal Stakeholders UNCLEAR CLEAR N A M E : N A M E : 1 2 3 4 5 feedback worksheets Aligns with Brand Position: Choose Transformation NO YES I like... I like... 5 1 2 3 4 Aligns with Q NO YES with ‘sliders’ based on 1 2 3 4 5 Complexity: Build HI LOW 1 2 3 4 5 Complexity: Sell HI LOW project goals that were I wish... I wish... 1 2 3 4 5 5 1 2 3 4 pre-determined in the CONFIDENTIAL I wonder.... I wonder.... project kick-off meeting Notes... Notes... 1 1 G U T C H E C K G U T C H E C K CONFIDENTIAL CONFIDENTIAL
Storytelling is… visual & immersive § One of the most powerful storytelling tools is to make your audience feel like they were a part of the research process § Using tools like video clips, quotes, posters, and installations helps the audience feel closer to the process and better understand the solution § Have audience members act out the service experience IMAGE COURTESY OF ROSENFELD MEDIA
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