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Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
Co-Design - more than post-its and goodwill
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Co-Design - more than post-its and goodwill

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Our presentation to the ACT Youth Affairs Conference 2013

Our presentation to the ACT Youth Affairs Conference 2013

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  • It’s about moving from a current state to a better state; not just changed, or preferred, but better – for humans. What makes it better? – it supports meaning for the user based on what we know people experience and want to experience (i.e. what people do, think, use). And people includes customers, staff, managers. It’s a conscious process to ultimately make something to effect change, therefore needs must be deeply understood, constraints and concrete parameters must be embraced, and innovation can’t help but result It’s about building up ideas – synthesis trumps analysis because it goes beyond looking for patterns from available information and into interpreting quantitative and qualitative information as a means of generating solutions to the problem It’s collaborative, i.e. no superstar genius in the corner beavering away until they shout ‘Eureka!’ and come up with ‘the answer’. And in that collaboration it is inter-disciplinary – not a bunch of designers collaborating, a bunch of designers, customers, staff, managers, users, IT-bods, third-party customer connectors, psychologists, scientists – whoever can aid understanding, exploration, evaluation and definition. In fact, it’s never just about the designer – it’s always about everyone else. The designer is the facilitator of the process.Its techniques are to intended to engage and humanise the problem-solving activity, not exclude or obfuscate – every output from a designer should be meaningful to anyone who needs to understand or contribute to the problem-solving – so we story-tell, brainstorm, prototype, visualise, ask.
  • UnderstandingExploringDefiningTo be able to build and effect change
  • Its techniques are to intended to engage and humanise the problem-solving activity, not exclude or obfuscate – every output from a designer should be meaningful to anyone who needs to understand or contribute to the problem-solving – so we story-tell, brainstorm, prototype, visualise, ask.
  • Task: understand how the maori community uses services. Notion that they had different needs. Two focus for research – market and quan, design and qual.What we did, Focus on Under 17sResult
  • Task: women on boards, online service – focus on databaseWhat we did, research, workshop prototypingPrototyping – quick, cheap, engagingResult- Engagement of users and staff, learning what would and wouldn’t work, learning how people would actually use things
  • Artefacts to help you:UnderstandCommunicateAssess impacts and risksHumanise processUnderstand the ‘end-to-end’ big pictureMake evidence-based decisions
  • Task: maternity & child health – use of technologyWhat we did, research, workshop prototypingExperience mapResult- Able to explore where need is most (not want), able to prioritise options, able to contextualise previous work
  • Anatomy of an experience mapWhat users THINK (Cognitive Domain)motivations, folklore, perceptions, beliefs, expectations, mental processesWhat users DO (Behavioural Domain)activities, processes, routines, patterns, interactions, relationshipsWhat users USE (Material Domain)products, services, brands, environments, messages, systemsExperience Triggers – where does the experience startActivity/interactions – what they do and sayEmotion/intensity – what it’s likeTouchpoints – what they useThe customer experience map describes how the service is experienced.The User Typology described the expectations, behaviours and motivations of types of people who will be using the service
  • Task: australia.gov.au (now my.gov.au) What we did, research, testing assumptions about users – age no definer, security conscious, location basedTypologies – descriptions of how people use a service Result
  • The customer experience map describes how the service is experienced.The User Typology described the expectations, behaviours and motivations of types of people who will be using the service
  • Transcript

    • 1. CO-DESIGN – MORE THAN POST-IT’S AND GOODWILL Understanding the key elements of a co-design process so you know what it is, what you should expect and what you should demand. ACT Youth Affairs Conference 2013 - 28 November 2013 Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 1
    • 2. POST-IT’S AND GOODWILL Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 2
    • 3. ABOUT US – DESIGN MANAGERS AUSTRALIA (DMA) DMA is a Canberra-based specialist service design agency working with private, public, community and volunteer organisations. What’s important to us • Making a difference to people's lives through services that may or may not even be noticed by them - for all the right reasons. • Creating change that is needed and that makes things better. • Bringing together a range of voices and disciplines who can make things happen - not just talk about it, but do it. We have a strong track record • Working with people (staff, customers, community, change agents) • Deliver for strategic and operational areas • Co-designed service specifications for products and service delivery, for internal and external users. Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 3
    • 4. ABOUT US – WHY WE CO-DESIGN Co-design makes it possible to change the system through (sticky) steps Co-design allows us to navigate and understand complex service systems Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 Co-design delivers on social outcomes 4
    • 5. ABOUT THIS SESSION 1. A Brief History of (Co)Design 2. Defining & Demystifying “Co-Design” 3. Co-Design Case Studies to Highlight Key Tools and Techniques Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 5
    • 6. A BRIEF HISTORY OF (CO)DESIGN Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 6
    • 7. A BRIEF AND VERY BROAD HISTORY OF (CO)DESIGN Co-design as it is currently defined and discussed in the Australian public / community sector setting had origins in the US in the early 90’s and has evolved through practice to be a mature approach to the design of services and systems. 1960s-1990s Design in strategic application - a way of thinking differently about complex problems. • “Human-centred” design • Schools of Design – IID, Standford 2002ish-2004ish 1990s-early 2000s Application of Co-Design Practice in Aus/NZ public sector ATO, IRD – “administration” design, “service” design, User-centred design, UX design, interaction design. • Product design as “design thinking” wellestablished - IDEO • Emerging capabilities • Education Institutions – d.School Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 Exploring approaches design research, prototyping and iteration. • Establishing capabilities. • Defining practice and methodology. 2004ish-2010ish The maturing of federal Public Sector Co-design approaches – ATO, Customs, Immigrati on, Human Services. • Sharing approaches. • Public sector design identity. 2011 - today Transfer to a focus on local Service Systems – social enterprise, technology, local gov. 7
    • 8. DEFINING & DEMYSTIFYING “CO-DESIGN” Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 8
    • 9. DEFINING CO-DESIGN – YOUR EXPERIENCE What do you think co-design is? Do you have any experience? What was it like? Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 9
    • 10. DEFINING CO-DESIGN WITHIN A CONTINUUM OF ENGAGEMENT Communicate Consult Coordinate Collaboration “Informing the public and deliverers of service about what is going to happen” “Engaging with multiple people to indirectly influence outcomes” “The bringing together of different and multiple working elements for consolidation towards a shared outcome” “Multiple people working together in a mutually beneficial and well-defined relationship to achieve a common goal” Co-design is the process of deliberately engaging users of the system, deliverers of services and other experts, being led by experts such as designers, to actively understand, explore and ultimately change a system together. Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 10
    • 11. CO-DESIGN AS AN APPROACH DESIGN PROCESS AS A DISCIPLINE Co-design is an approach that can be utilised in a range of design disciplines and processes. It is about designing with people. The right people. Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 11
    • 12. DEFINING SERVICE DESIGN Service Design is the conscious & creative process of crafting meaningful connections… (be they tangible touchpoints and interactions, or more intangible experiences) …between user, business/provider/govern ment goals and outcomes (be they effective and efficient operations, social good/improvement, or positive profile). Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 Desirability Human Factors Viability Business Factors Feasibility Technical Factors Service Design connects/integr ates the three areas 12
    • 13. THE CONNECTION OF SERVICE DESIGN AND CO-DESIGN Resarch to Understand Analyse & S ynthesise to Explore Intent Collaboration Iteration Prototype & Synthesise to Evaluate Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 Define the Design Implement & Change Co-design as an approach is critical throughout 13
    • 14. DEFINING A SERVICE People Touchpoints Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 Pathways Goals 14
    • 15. WHY IT’S IMPORTANT TO CO-DESIGN PUBLIC SERVICES “I have a knot in my stomach” “They have the resources and responsibility to make it easier” “I’m OK with less frills if I can just get it done” “With government, simplifying doesn’t always mean no hassle” “I don’t have very high expectations - if it works, it’s good” Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 15
    • 16. HOW WE DEFINE CO-DESIGN – TAKING ON SOME MYTHS • Users are always right. • We should give people what they want. • If we’ve engaged users in our process that is co-design. • If I’m part of a co-design process I get to determine what the result is. • Co-design and a citizen-centric approach are the solution to complex problems. • Co-design is about technology and digital outcomes. • Co-design can be applied to anything. Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 16
    • 17. TOOLS & TECHNIQUES Four Case Studies to Illustrate Co-Design Activity Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 17
    • 18. KEY COMPONENTS OF CO-DESIGN – PEOPLE RESEARCH, OBSERVATION, ENGAGEMENT Research that utilises a variety of techniques to explore directly with users their experience for the purpose of understanding what people think, do and use. • • • One-on-one in-depth interviews Indirect observational approaches Background research PROTOYPING, ITERATION, COLLABORATIO N Prototyping is about visually and tangibly putting together a working model of a concept in order to quickly test out various aspects of a design, illustrate ideas or features, and gather early feedback. • • • Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 Sketches, hi-fi, lo-fi working models Participatory workshops with groups of users or staff Focus groups or forums 18
    • 19. CASE STUDY 1 – SERVICE DELIVERY TO MÄORI TECHNIQUE: RESEARCH Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 19
    • 20. CASE STUDY 2 – GENDER BALANCE ON BOARDS TECHNIQUE: PROTOTYPING Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 20
    • 21. KEY CO-DESIGN ARTEFACTS – MEANING MAKERS CUSTOMER EXPERIENCE MAP A representation of the service journey of a customer. It shows their perspective from the beginning, middle and end as they engage a service to achieve their goal, showing the range of tangible and quantitative interactions, triggers and touchpoints, as well as the intangible and qualitative motivations, frustrations and meanings. USER TYPOLOGIES Evidence-based descriptions of the expectations, behaviours and motivations of types of people who will be using a service: • Who they are (in relation to the service). • How they operate (within the system). • What they expect. • What frustrates them. Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 FUTURE STATE EXERIENCE MODEL A representation that maps the shifts of experience from a customer perspective, building on current experience understanding, business drivers, service principles and the value proposition offered by the organisation. SERVICE BLUEPRINT A schematic diagram that shows how different service components link into each other – showing the different touchpoints and options customers have to choose from and how the internal workings of an organisation supports those choices. 21
    • 22. CASE STUDY 3 – MATERNITY AND CHILD HEALTH TOOL: CUSTOMER EXPERIENCE MAP Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 22
    • 23. EXPERIENCE MAP EXAMPLE Maternal and Child Health - Service System in Operation (technology in focus) NB: This map is based on research gathered from the experiences of a variety of users, in particular at Wyndham City Council, and in workshops with City of Melbourne, Yarra, Brimbank, Kingston and Wyndham Councils as well background research on MCH in prac What people think Thu ma i aq p e nv vo o v ec qe e p qe eo v ei i i t lq l u a q l vo i pu e q ue ai n f h t q nv x ei nc f h ndvd a oe nd eai nuhp i v eM v q la Chl H e lhSevc Sy e - ihafc u o v c noo ya e v Th M p c p t e v eb gnni , d l a e a amo h q i u n h aena nd i d a v q ie uv m s v o t n e h l g up cu. e a a v q u h e i ng mi de nd nd u ve e eu v euy e a i e a e o e a e v ev l nv q uevc (mo ant e o a a a l uevc u) Th jt ne iuef e i s h n a i i i t lduc v q uh i p e na . e u a v ec mpei ndf h v nv Ag a Sv g vui nv q h uv m nd u ng g d q ng g u h ot ay q ie a ng mb q f v i be q ie . e o q y v l b gnu l e n ndvd a i o eu e u q g nv I nd v h o l vo o v e e h e nd a e i v v s h n v ec i q ah u a e3½ . e up cf ,ve av v iu cp q d qp ee ve U e h hl e c e g d Unl uu e ii h c iive avt e eq u nv h niveua e p qe e e q l x ei nc . ‚a I m c png oi ‛ Mother/Carer & Child View (entry or re-entry of mother/carer if has subsequent births) Logged in Service 6 ‚ yc i i q a y M hl u e d d f qKi e‛ o nd q ‚’ no Im v c png oi ‛ Engaged in Service (8 x ages/stages) ‚ h qg vc nv c T e i h o av s iho qne ci nv v t s le h u b e e a luh d a e n uv bi e ‛ R c i eno iefo Ad ni q vo o e ev vc q m s mi uv ai n f a p i me u p onv nv Other Provider Programs available “ F qE a e ‚ e lh M v e, o nh nc d H a y o h q v H e lh Ba i u‛p o q m va a y be v q ga i D H S,ho g So i lW o kq v q t h ca qe “ ‚ evngv Kno Y t Ba y G vi o s oq b‛ Prepare for firt in h e v s t 5 - om i i └ a g v a e vme M na e q v l i └ g ni i ep ee ( q r ie ) Oq a ue nv q q v q i e tq d s f Arrival at firt in h e - om └ uue uefuaey A uu l- fv └ uue ci nvuaey A uu le fv 7 vst i i Manage client 6 7 └ ui E a e ci nv Vi v nh nc d le u └ ef q o v e c P qo m t q a h └ eb o ci nv ( mei u o uie R -o k le u uo vme n v ) └ e o v e q i ci nvi e R up nd o megng le uut u - ti a p o o v d a p d qng p v q t ui e p v └ d v ci nv( v e a c i ) Up ae l e mo h q nd hl d no e vu 1 Deliver service └ Und qa ef v K & cnu t a o ev k i A S o lvvin u q └ i qb v maei l (lnia a D uv i t e v qa ci c l nd 2 u a cae maei l uuo i v d sv qa ) Manage MCH system └ p t eci nvd v v q t hM Ca v q le aa ho g ACH u, I S, v M na e, x e ie RI Ciy a g q E p dv └ a g ‘ c l I uy e (qnvp p q M na e l a T uv m p i o ’ ae v q o o day c p s ihv c noo y eui n f i q, o e v e h l g b e ko nu, o uy e qad s ul s uv mu) Manage Clinical Referrals 1 Complete firt v s t i i 6 └ a eaq fqa Mk eeq l └ uv bi no e E a luh v u A vue eeq q f eeq l nc qe v └ nui e q fqa v E a e uevc └ d i q fqe i q fqa i o q c Co d q eeq l o nh nc d q ie : ev e i fq vo i p o e ih q n o ma q n q c uu 7 6 └ c e vq fqa A c p eeq l u Enhanced-specific └ ol s -p a dvo lc nne v d F lo t d ii na o ce Auue a A lo aene i a e uu nd l c v s nv k uevc u q ie └ e qe a mi o a o ai n D b i f d n n l c vo l └ e o v o h quevc p o i e R up nd o v e q ie q vd q qr e u e t uv └ mpeeq fqa v e a e Co l v eeq l o nh nc d 1 4 1 4 Enhanced Specific Prepare for in-home visit 5 └ a g v a e vme M na e q v l i └ g ni i ep ee ( q r ie ) Oq a ue nv q q v q i e tq d f Arrival at in-home visit └ Auue uefuaey uu l- fv └ Auue ci nvuaey uu le fv Establish client record └ e ev bqhno iefo h upv l R c i e iv vc q m o ia ( i ma ,a , D F una l i fx P ) l └ e v o M CH S (qlk- uv m) Cq ae f A o i euy e cq ad Administration View “ R p qi e o vng Maintain Service (at 10th visit) ‚ eaep uii ne W q o vo d v d lv qf qo q o ei e o t ci nva Sv v le nd ae q up nui i ve e o bl i u‛ i ‚ qci nvh u Ot le a q c i e v ef l e ev d h tl c mpe nvo o l me f uevc u‛ q ie 3 Link to Other Provider Programs “ Ki e nd q 6 7 “ Y t hSevc u ov q ie “ Ag d Cae e q “ Und qa eClnia St evui n ev k i c l p q i o “ Av e Po e o lD e eo me v nd q fuui na v l p nv Universal Deliver service at centre or outbound └ Und qa eKA& c nutv vo ev k S o lai n 2 └ i qb v maei l (lnia a D uv i t e v qa ci c l nd u a cae maei l uuo i v d v qa ) 3 Complete consultation └ d v no e v q t hM Up ae v u ho g ACS (qlko ie uy e uv m) └ o E a e c p t ed v i I S F q nh nc d a v q aa n RI └ x pa ngfo E a e v E i l nni q m nh nc d o 1 v Uni eua (d h c v q l a -o ) Provide booking service └ o Uni eua a p i me b o i Fq v q l p onv nv o k ng a uevc dayma g me nd q ie i q na e nv └ o ntueue k E a e a p i me Fq q ei ng nh nc d p onv nv boi ok ng └ o ci nvp o ci eyue k F q le q a vv l : ei ng a p i me p onv nv 1 4 Manage Client and Nurse Information └ a g Cle u ue k flo -p a p i me u dq cl M na e i nv e i ol s t p onv nv ie vy ng └ a g o i b o i a i o mai n uevc u M na e nlne o k ng nd nf q vo q ie └ Ong i ma g me o nt ue dai u a q uv q ong na e nv f q u i qe nd o eu └ -q i v duv i t i n o KA& maei l( Ce q u,o nt ue Co o dnae i qb vo f S v qa v o nv e v q u) └ Und qa eo v o nd c li , S, ma q mi eu ev k t b t a ng SM e i e nd q l l └ q vd g nea a vc v ci nv Po i e e q l d ie o le u Enhanced-specific └ laea a mi uv qq fqa a Col v nd d ni e eeq l u u a vue di d “H o ia ue u A nv naa No ii vinu upv l nd e v l vf o c v Co ncl o t i Service Closed ‚ qci nv ae Ot le u q q c i i v eq e evng h i a o ae uevc u‛ l c v d q ie l ‚ qci nv ae Ot le u q a c uui v eqg v c e ng h i h uevc f qv e q ie o h m‛ “ A nv naa M - n p o q m s ih e v l CH q t q ga v H o ia upv l 6 Service Delivered For 1st visit appointment For 1st visit contact ‚ eh v ane W ae s ci nvf qo q le o t uevc ‛ q ie Service Delivery View MCH Nurse View ‚ h v ac uu v a I ae ce o nt uefqut p q/ q o p ov q a q nc ‛ e uut a e 6 Awareness of Service What people do ‚ h q aeuevc u T ee q q ie v h l mes ih o ep v myb b a a y nd myfmi ‛ a l y ‚’ c qngfq I m ai o myb b ‛ ay ‚’eh d I v a myb b ‛ ay ‚’ g i v I m ong o h v ab b ‛ ae ay Manage Referral Administration 1 4 └ laeq fqa Col v eeq l u └ o eci nv v E a e Sevc o R fqa M v le u o nh nc d q ie n eeq l “M na eD e av nv lp lc a a g p qme a oiy nd d v q r ie nv - ac v E Y aa e tq me u M q h o o 4 1 “ A d ii na E a e D aaq r ie dvo l nh nc d v e tq me u (ueo I S) nv t f RI 4 M na ea dvo luevc u ut ha a g d ii na q ie c u pa go p lyqt u R p e nvM e q ue CH uv f a kyc t i af v e o ncl uv t v q lp o e v (. E o u) q ct a q jcu eg D c g. M na eSv f n a HR S a g af nd i vqae i u fq v ge o Sevc D ei ey q ie lv q “ M na eCo nclb d e fqt t e a g t i t g v o nf nd d a e v o uevc u up cu f q ie “ M na eCo nclup cf vc no g a g t i e ii eh loy c i q uv t v q nfa q ct e “ Auue M na e nv( nv e v a g me Ce q u) “ Po i eut p q fqb uvp a vc a q vd p o v o e q cie nd c nvnt t i q v me o i o u mp o e nv 3 7 Council View Insights and Themes of the Current State There are four key areas of insights and themes the current state c reflet s: tvpe T uv mu nd q i h nge CH q ie nd h q u a k f nv gai n f aaq o d co e eae 1 M li l I uy e t epn v eui l M uevc a v eei al c o i e q vo o d v / c q u a q uu q l v d ORG A NI SATI ONAL 4 A DM NI I STRATI VE A d ni q vo i e ovngv aPa vc M na e nva p o c . mi uv ai n u v l i o q cie a g me p q ah nce ui x e v vo f q ie ei ey n q u mp cu bl y o o t n o e q ie i 2 I q a nge p cai n o uevc d lv q o Nt ue i a v a i v v f c u o c q uevc . 5 P CT TI RA I ONE R I uy e d n’ ut p q v ec q f nci n o f c - - c ci nvi ea vo T uv mu o v p o v h o e t vo f a ev f e le nv q ci n. o a Cle ne d aei q a ngyc mpe . i nv e u q nce ui l o l x a e i u, nii a ve a s ihn c t i v e g nce mt cp l i u nd v i o ncl h muev u i avngefci e uu. i u l e mp ci f vv ne e 3 Th dv q v o e l y nvaq ng me u o v eM e i euiy f mpo me qa e nv f h CH s o k q ec n ma ei df c v m t qf c a o k viif lv o ana e ve M H ue v e i g h C q ic ef e y f cnvl . i SE CE P RVI ROVI RS DE 6 Th dua ge ae uv v o ci nvq c q u h mp q v ea i v v d lv qh luvcuevc u. e i g q g v d ae f le e o d a eu h bl y o ei e oi i i q ie 7J ne20 3 t 1 Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 23
    • 24. CASE STUDY 4 – ONLINE GOVERNMENT ACCOUNT TOOL: USER TYPOLOGIES Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 24
    • 25. TYPOLOGY EXAMPLE Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 25
    • 26. CO-DESIGN More than Post-it’s and Goodwill Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 26
    • 27. Co-design is the process of deliberately engaging users of the system, deliverers of services and other experts, being led by experts such as designers, to actively understand, explore and ultimately change a system together. Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 27
    • 28. CO-DESIGN OUTCOMES Works / Doesn’t Elegant / Isn’t Correct / Incorrect Fits / Doesn’t Sustainable / Isn’t Better / Isn’t From Charles Owen Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 28
    • 29. Thanks! Justin Barrie @JustinBarrie Mel Edwards @skewiff @DMA_Canberra designmanagers.com.au Co-Design: More than just post-it’s and goodwill – ACT Youth Affairs Conference 2013 29

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