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Session 3 service design - inc theory of change with template

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  • Most important concept around design thinking – if you only take one thing away – is that it is focussed on the user. Building rich pictures of these people. How well do you know your customers/ users?
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    • 1. UNDERSTANDING YOURSERVICEUSERS ANDBENEFICIARIESHow can design thinking addvalue to your venture?Accelerator Training29 April 2013Catherine Russell
    • 2. 2THE FOCUS OF TODAY
    • 3. 3INTRODUCTIONS- About you- What do you hope to get out of today- Tell a story about someone who is a useror beneficiary of your organisation…
    • 4. 4AN INTRODUCTION TO(SOCIAL) DESIGN
    • 5. 5A CYCLE OF GENERATING ANDREFINING IDEAS:EXPLORING,DISCOVERINGGathering insight.Buildingunderstanding abouta particular socialissue or a particularservice.Talking to as manypeople as you can:users, staff,volunteers etc.MAKING SENSE,DEFININGBeing inspired by theinsight.Making the researchuseful and usable.Understand whatneeds to change andwhy.PROPOSING,DEVELOPINGWork upideas, activities, orprojects whichaddress the issueyou’ve identified.Generating multipleideasPrototyping differentvariations.DELIVERING,ITERATINGIterating ideas.Continual learningand improvement.Refer back toprevious methods asappropriate, e.g.testing newiterations, or revisingresearchtime
    • 6. HOW DO YOUGAININSIGHT? 6
    • 7. GAINING INSIGHT:• Day-in-the-life ofstudies• Reflective diaries• Ethnographic interviews• Asking the unexpected
    • 8. MEETEVA
    • 9. 9FIRSTLY, TAKE A STEP BACK…Thinking and feelingSaying and doing
    • 10. 10NOW, THE ASPIRATION…WHAT IS THE CHANGE YOU ARE LOOKING TOMAKE?Thinking and feelingSaying and doing
    • 11. 11NOW, WHAT IS PEOPLE’SEXPERIENCE OF YOURVENTURE OR PROJECT?
    • 12. USER JOURNEY MAPPINGFrom a blueprint to a specific user journey
    • 13. 1313HOW DOES YOUR VENTURECENTRE AROUND USERS?SERVICE ECOLOGY MAPSPut the people youare working with atthe centre, alongwith assets andresource that arecentral to workingwith themPut assets andresources that areless essentialtowards the edge
    • 14. 14WHAT IS THE STORY OFTHEIR EXPERIENCE?
    • 15. 15STORYBOARDING:Create your own:How will someonebecome aware of theproject?What will make themdecide to get involved?What will their initialexperience be?What will their on goingexperience be?Etc… Is there an end-point?
    • 16. 16LUNCH
    • 17. 17THE FOCUS OF TODAY
    • 18. 18THEORY OF CHANGE
    • 19. • As focus on outcomes for the individual, not outputs• How does these outcomes link to long-term impact?• It makes you clearly define the outcomes and how you willachieve them• It tests underlying assumptions you may have about yourworkCONSIDERING A THEORY OFCHANGE:
    • 20. Step 1• The long-term aimStep 2• What are the outcomes associated with this?Step 3• What are the “pre-conditions”?Step 4• What activities/interventions achieve these?Step 5• What are the assumptions made?Step 6• How will you show the change you make?20
    • 21. Identify your goal. What doessuccess look like?The goal must be:• Clear• Understood• Realistic but ambitious• Defined• Succinct21Step 1• The long-term aim
    • 22. TEMPLATE22INSERTOVERALL AIM OFORGANISATION
    • 23. • What needs to happen for this to beachieved?• What are the outcomes?• Aim for between 4 and 6 outcomes23Step 2• What are the outcomes associated with this?
    • 24. TEMPLATE24INSERTOVERALL AIM OFORGANISATIONINSERTGOAL (1)INSERTGOAL (2)INSERTGOAL (3)INSERTGOAL (5)INSERTGOAL (4)
    • 25. • Think backwards!• Think of the last change that needs tohappen before reaching the ultimate goal• Then what needs to happen before that?Etc.• Come up with 3-5 preconditions at eachlevel25Step 3• What are the “pre-conditions”?
    • 26. TEMPLATE26INSERTOVERALL AIM OFORGANISATIONINSERTGOAL (1)INSERTGOAL (2)INSERTGOAL (3)INSERTGOAL (5)INSERTGOAL (4)PRE-CONDITIONSPRE-CONDITIONSPRE-CONDITIONSPRE-CONDITIONSPRE-CONDITIONS
    • 27. • Aligning activities with outcomes• What needs to be done to achieve theoutcomes?• What activities result in preconditionsbeing met?• What do you currently do in theorganisation to help achieve theoutcomes set out?• “We do…. with young people… to 27Step 4• What activities/interventions achieve these?
    • 28. TEMPLATE28INSERTOVERALL AIM OFORGANISATIONINSERTGOAL (1)INSERTGOAL (2)INSERTGOAL (3)INSERTGOAL (5)INSERTGOAL (4)ACTIVITIESACTIVITIESACTIVITIESACTIVITIESACTIVITIESPRE-CONDITIONSPRE-CONDITIONSPRE-CONDITIONSPRE-CONDITIONSPRE-CONDITIONS
    • 29. TEMPLATE29INSERTOVERALL AIM OFORGANISATIONINSERTGOAL (1)INSERTGOAL (2)INSERTGOAL (3)INSERTGOAL (5)INSERTGOAL (4)EVIDENCEACTIVITIESEVIDENCEACTIVITIESEVIDENCEACTIVITIESACTIVITIESEVIDENCEACTIVITIESEVIDENCE
    • 30. 30Step 5• What are the assumptions made?• Does this approach make sense?• Is there anything that you are taking forgranted?• Does this approach rely on the actions ofanyone else?• Are the assumptions plausible?• Can you explain and justify theseassumptions?
    • 31. TEMPLATE31INSERTOVERALL AIM OFORGANISATIONINSERTGOAL (1)INSERTGOAL (2)INSERTGOAL (3)INSERTGOAL (5)INSERTGOAL (4)EVIDENCEACTIVITIESEVIDENCEACTIVITIESEVIDENCEACTIVITIESACTIVITIESEVIDENCEACTIVITIESEVIDENCEASSUMPTIONS
    • 32. 32Step 6• How will you show the change you make?• What outcomes should be measured?• They must be• Measurable (by you)• Ideally unique• What would the outcome look like if you saw it? Thinkabout this from the perspective of staff, young personand the outside world• E.g. Confidence:• What does this look like (ie indicators ofconfidence),• How can you measure these indicators• How do we know the outcome has been achieved?• How will you measure the outcomes? (Data, toolsetc)
    • 33. 33
    • 34. THANKS!Catherine.russell@youngfoundation.org