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Ideation Guide - Chevening Innovators in Government

Guide for developing Ideation Workshops. English Version

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Ideation Guide - Chevening Innovators in Government

  1. 1. A Tool for Government Innovation IDEATION Implementation Support GUIDE FOR DEVELOPING WORKSHOPS
  2. 2. Guide for developing IDEATION workshops • The Innovators in Government Chevening Network was created in 2017 in order to connect those who boost improvements and lead innovations in governments and public management. The initiative was born in the alumni network of the Chevening Programme, funded by the Foreign and Commonwealth Office (FCO) and managed through the UK Embassy. The actions carried out by the network throughout 2017 sought to build ties between Cheveners who are involved with innovation in governments from different countries, as well as to encourage knowledge exchange and connection with the external community. Another strategic point was the strengthening of the Brazilian alumni network. The development of this document is one of the actions in this context, which aims to offer better support to the Chevening alumni network in Brazil. This publication was adapted from the document “Ideatón - Guía Metodológica” (Ideation - Methodological Guide) developed by the Buenos Aires LAB (Laboratorio de Innovación de la Provincia de Buenos Aires) in partnership with the Ministry of Government of the Province of Buenos Aires. Its content was adjusted to the context of innovation in the Brazilian public context. We hope this material can be used by the Chevening alumni network as a tool to foster and strengthen innovation in governments – a practice that has advanced in the UK. Gisele Raulik Murphy Coordinator of the Innovators in Government Chevening Network Chevening alumna (Brunel University 2002-2003) Foreword
  3. 3. • Guide for developing IDEATION workshops
  4. 4. Guide for developing IDEATION workshops • Contents INTRODUCTION 5 WHAT IS AN IDEATION? 8 ............................................................. HOW TO ORGANISE AN IDEATION? 9 BEFORE THE EVENT 1. Choose a specific challenge 10 2. Identify key agents 12 3. Define the methodological approach 13 4. Define the work team 16 5. Communication 17 6. Selecting the teams 18 DURING THE EVENT 1. Prepare the space 19 2. Designate a facilitator (or several facilitators) 19 3. Limiting time 19 AFTER THE EVENT 1. Final Proposal 23 2. Creating an innovation ecosystem 23 ............................................................. TOOLKIT 24 1. BRAINSTORM 25 2. FIVE WHYS 26 3. FIELD VISITS 28 4. FEASIBILITY AND IMPACT 30 5. PLAYERS MAP 32 ............................................................. RECOMMENDED MATERIALS 35 REFERENCES 36
  5. 5. • Guide for developing IDEATION workshops
  6. 6. 5Guide for developing IDEATION workshops • The Observatory for Innovation in the Public Sector (Observatório de Inovação no Setor Público - OECD) believes that innovation in government is finding new ways to cause an impact on citizens’ lives and to engage them as partners in building the future. This practice requires old structures and old ways of thinking to be broken, and new technologies and ideas to be encouraged. Innovation in government can happen at different levels, but “innovating” generally starts in a simple way: applying new ideas to solve old problems. Obviously, not every problem needs an innovative solution, but in some cases, to unlock an old problem, it is necessary to think under a new approach. As a result of the process, innovating can bring immediate impact, such as shortening processes and/or the better use of resources. In times when it is necessary to do more with less, being creative is crucial. This is the case of the project “Virtual visits and judicial video conferences”, implemented by the National Penitentiary Department (Departamento Penitenciário Nacional - DEPEN). It used available communication technology to provide better conditions INTRODUCTION Innovation is implementing something new or significantly improved for a positive outcome; increased profits, process efficiency, customer satisfaction or even costs reduction.
  7. 7. 6 • Guide for developing IDEATION workshops for inmates and to reduce, by almost 11 times, the cost of security for public hearings (ENAP, Actions awarded at the 17th Contest on Innovation in Federal Public Management. Brasília, 2012.) Innovation is not only the result of a process. It can also represent the process itself – the way in which a particular project was conducted, the way the partners collaborated, or the perspective under which the problem was analysed. The Government of Australia presents in the publication Empowering Change, six types of innovation in the public sector: 1. Innovation in services: the creation of a new service or the improvement of an existing one. Innovation in delivering a service: a new or different way of delivering a service. Administrative or organisational innovation: a new internal process or a different way of conducting a certain process. Conceptual innovation: a new way of analysing problems, challenging current assumptions, or looking from another perspective. Political innovation: a change in political thinking or behavioral intentions. Systemic innovation: a new or improved way for some parts of the public sector to operate and interact with their stakeholders. 2. 3. 4. 5. 6.
  8. 8. 7Guide for developing IDEATION workshops • We hope this publication works as a tool for a large number of people in our governments to embark on the process of generating ideas – and realise its value. The content presented in this document is intended to help disseminating and strengthening the practice of innovation in the Brazilian government. Innovating is not easy; especially when faced with all the complex challenges governments have to deal with. The greatest resistance in this process is a mentality change, in a situation where the civil servant should be able (and encouraged) to take risks, work out-of-the-box ideas that, at first glance, may seem irrelevant. In this context, it is important to encourage people in government to undertake the continuous search for new ideas. This part of the innovation process is called “Ideation” and is described in this publication. This publication introduces basic concepts about the process of generating ideas. It also presents the necessary steps and what should be taken into account to organise an ideation session, including a schedule for these events and possible tools to start the search for new ideas in the public sphere. Fortunately, we can already recognise that innovation has reached governments and public management. In several countries – such as the United Kingdom, Finland and South Korea – there are successful project cases applying innovation tools. This is the case of Policy Lab, a team that works as part of the British government with the objective of considering external perspectives and allowing experimenting throughout the process of building public policies. In Brazil, we are still discovering the value of innovation for the civil service, but we have already accumulated examples of several projects developed in this context, such as those presented in the document Learning from the 3rd Week of Innovation in Public Management (Aprendizados da 3ª Semana de Inovação em Gestão Pública), which was held in October 2017 in Brasília.
  9. 9. • Guide for developing IDEATION workshops An Ideation is a collaborative space between citizens, government, institutions and specialists, with the objective of generating innovative ideas to solve public challenges. When carrying out an Ideation, a specific challenge is chosen, the agents involved (citizens, specialists, civil society organisations, entrepreneurs, creatives, students and universities) are identified and invited, and interaction mechanisms are created through which ideas can be generated to solve the given challenge. Ideation, as a mechanism for co-creating with the civil society, implies a greater inclusion of the recipient/citizen in the development of public policies and a more opened government. WHAT IS AN IDEATION?
  10. 10. Guide for developing IDEATION workshops • HOW TO ORGANISE AN IDEATION?
  11. 11. BEFORE THE EVENT 10 • Guide for developing IDEATION workshops 1. Choose a specific challenge For an Ideation to be successful, the challenge must be clearly defined and has to be of interest to the agents who will come up with alternatives and innovative solutions. The challenge must be formatted in a way that can be worked on a single day or period. An example is a workshop conducted in partnership with the Municipal Secretariat of Sports, Leisure and Youth (Secretaria Municipal de Esporte, Lazer e Juventude - SMELJ) and the Special Advisory of Youth (Assessoria Especial da Juventude - AEJ) of the City of Curitiba. The session addressed a challenge that both were having difficulties to solve: the high death rate due to violence among young people in Curitiba and the Metropolitan Region. How to define the challenge internally? The challenge may come from an area within the Government that is facing a situation to be resolved with the participation of other agents. Or maybe a challenge that can be solved in a day of cooperation work between several areas, avoiding projects that may last for months without definition or engagement. We recommend using the following tools for this stage: Once the challenge to be addressed is defined, make sure it will be clearly communicated to those who are unfamiliar with the cause. A good tip is to formulate the challenge as a question. In addition to making it easier to understand, this technique fosters questioning and debate. Brainstorm Five whys Field visits (See Toolkit, p. 25.) (See Toolkit, p.. 26.) (See Toolkit, p. 28.)
  12. 12. 11 BEFORE THE EVENT Guide for developing IDEATION workshops • Some examples of challenges that have already been used as a basis for guiding innovative public policies are: • How to make drivers to slow down? Available on: • How to eliminate violence and drug dealing in bars? Available on: • How to feel safer at the bus stops? Available on: • How to offer more support to the unemployed? Available on: • How to stimulate the donation of clothes in good conditions? Available on: • How to encourage students with low academic performance to study? Available on:
  13. 13. BEFORE THE EVENT 12 • Guide for developing IDEATION workshops 2. Identify key agents To organise an Ideation we must identify the agents and groups interested in solving the proposed challenge. Think of those who are impacted by the challenge, as well as those whose participation is necessary to enable the implementation of the ideas. The exchange between people who have different perspectives and different levels in the organisation will enable a broader view and generate different proposals. In addition, the profile of participants (creative, analytical, critical, etc.) must also be considered. The types of profiles should be balanced. For this, we recommend using the: Players Map (See Toolkit, p. 32.)
  14. 14. 13 BEFORE THE EVENT Guide for developing IDEATION workshops • 3. Define the methodological approach Although there are a wide variety of strategies, we suggest structuring the time of the workshop in five stages: Introduction of the workshop and the profiles that make up the teams. Challenge presentation. Identification of the causes that generate this challenge. Ideation: generation of proposals. Prioritization, evaluation and selection of final proposal. 1 2 3 4 5 A collaborative working table cannot become a space of chaos. To avoid this, it is important to define a work dynamic that enables order and converges on the preparation of proposals. Illustrations by: Guilherme Match
  15. 15. BEFORE THE EVENT 14 • Guide for developing IDEATION workshops It is advisable that the application of the methodology follows a cycle of divergence and convergence of ideas. The creative process consists in the development of many ideas (divergent thinking), followed by choices and refinement that lead to the best ideas (convergent thinking). DISCOVER DEFINE DEVELOP DELIVER D ivergentthinking D ivergentthinking Convergentthinking Convergentthinking Double Diamond
  16. 16. 15 BEFORE THE EVENT Guide for developing IDEATION workshops • Throughout the workshop it is important to make use of the visual representation of the generated ideas so that the participants are able to understand them better. As the Ideation develops, the facilitator can post sticky notes on the wall with the ideas, words and sketches given. This facilitates discussion and analyses in order to transform the ideas generated into a “collective ownership”. Tools to be used: Brainstorm Feasibility and Impact (See Toolkit, p. 25.) (See Toolkit, p. 30.)
  17. 17. BEFORE THE EVENT 16 • Guide for developing IDEATION workshops 4. Define the work team It is recommended to have a person in charge of the organisation of the Ideation workshop. This person must assign roles, tasks and responsibilities to each member of the host team. The necessary functions (which can be provided by people from different areas of government or by professionals hired especially for the day) are: Facilitator/Event host: In charge of conducting the event, presenting the challenge and controlling the time. Facilitators/Groups: Each worktable (each group) may have a facilitator who maintains the order of the conversations, manages and controls possible conflicts, and ensures the fulfillment of deliverables on time and in the right way. Before selecting these people, remember that they will be the anchors of your teams and the nature of their profile can influence the group’s thinking. If your concern is to generate innovative ideas, for example, avoid selecting a facilitator with rigid traditional opinions. Logistic coordinators: Responsible for receiving people, preparing the space and articulating with suppliers. Duration The ideal duration ranges from four to six hours, depending on the number of participants and the challenges to be worked. A key factor to take into account is the time availability of the participants you want to invite. Unlike a lecture, for example, participants will be required to work as a group. Therefore, it is important that they are aware that their availability means body and mind. If possible, provide drinks and snacks. Location: Choose a large and bright place, with windows that allow sunlight. If possible, choose rooms outside regular work space and environments that stimulate creativity. Coworking spaces are great options! Space: Each team must work at a table where everyone is comfortable and can see the other participants. Materials: Provide pens, markers, paper, sticky notes, projector and computer. Furniture: Tables, chairs and white board or flip chart.
  18. 18. 17 BEFORE THE EVENT Guide for developing IDEATION workshops • 5. Communication It is necessary to predict the communication strategy and define the supports that will be used at each level of the organisation: Invitation: The way the participants will be invited varies according to the nature of the group. In some cases, emails are enough. In others, phone calls or even visits are necessary. For more informal situations or when the workshop is open to external audiences, a Facebook event can be a good idea. In the invitation, make clear what the purpose of the workshop is and the duration. If possible, explain what the dynamics will be and add photos that illustrate the activities that will be conducted. Many may not be familiar with this type of event and can create a wrong expectation. Enrollment: If necessary, create mechanisms for participants to enroll or register for the event. For example, a form in Google Drive with the fields: name, last name, e-mail, occupation, etc.; or platforms like Eventbrite that enables online registrations and even payments. RSVP: To avoid surprises, make sure that confirmed participants are still available by sending them an e-mail or message a day or two before the event.
  19. 19. • Guide for developing IDEATION workshops BEFORE THE EVENT 18 • Guide for developing IDEATION workshops 6. Selecting the teams During the process of sending invitations, arrange the confirmed participants in groups of 3-6 people maximum. To set up the groups, take into account the profile, position, and each participant’s experience and knowledge. Remember that multidisciplinary teams are essential in the generation of innovative ideas. Also think about people who might have very extreme perspectives or conflicts with other participants. The composition of the teams is fundamental to the success of the workshop and to the quality of the ideas generated.
  20. 20. 19 DURING THE EVENT Guide for developing IDEATION workshops • 1. Prepare the space Depending on the number of people enrolled, prepare the tables and chairs for the groups. The tools to be used, such as sticky notes, paper, pens (thick and colorful! avoid ballpoint pens because they are difficult to read from a distance) must be on each table. 2. Designate a facilitator (or several facilitators) 3. Limiting time Facilitators should have a definite timetable detailing the activities of the day and the expected outcome of the Ideation. See the suggested schedule on next page.
  21. 21. DURING THE EVENT 20 • Guide for developing IDEATION workshops Stage Description Responsible Necessary Resources Reception Receive participants, carry out the accreditation and locate people to their tables. 15’ Coordinators • Label for the names of the participants • List of confirmed participants • Numbers to mark each table Introduction to Ideation Welcome the participants, establish the rules, times and products expected. There may be institutional or political presence. 15’ Facilitator / Host • Projector • Sound system Introduction to the problem Describe the challenge that gives rise to the Ideation. 15’ Guest Specialist • Illustrative audiovisual material Work per table Presentation of teams The facilitator uses a presentation dynamic so that the participants of the table get to know each other. 15’ Facilitator At the facilitator’s discretion Work per table Revisit the challenge Time reserved for the review of what was presented previously, of goals and times established. 15’ Facilitator
  22. 22. 21 DURING THE EVENT Guide for developing IDEATION workshops • Work per table Causes and players Discuss the causes and effects of the challenge. Then map the players involved. 15’ Facilitator • Sticky notes • One flip chart per table with white paper • Markers and pencils • Important photos and data maps on the issue Break Rest beak. This step is optional. There may be a 10 to 30 minute break that allows participants to eat something. 30’ Coordinators • Breakfast / Lunch / Coffee break Generation of Ideas Brainstorm. Write ideas to solve the challenge on sticky notes. It is not allowed to criticise, evaluate or disqualify ideas. It is possible to reformulate, build on an existing idea or contribute with a new one. 30’ Facilitator • Sticky notes • A3 or A2 plain paper Prioritise ideas Pick from the ideas that have come up and put them in a feasibility and impact matrix. 30’ Facilitator • Sticky notes • Poster / Flip chart / A3 or A2 plain paper (or a smooth wall for sticky notes fixing) Selection of the best idea and its development Select the best idea on the table, deepen its development and prepare a physical presentation (poster) or digital (slides) for the rest of the participants. 30’ Facilitator • Sticky notes • One flip chart per table • Markers and pencils • Computer and slides
  23. 23. • Guide for developing IDEATION workshops DURING THE EVENT 22 • Guide for developing IDEATION workshops Open Presentation Each group presents their ideas to the participants. The organisation team must record the ideas for further report / final product. 5’ per table Coordinators • Projector • Computer • Sound system Closure Close the event, thank the participants and inform that this will be used to bring a solution to the problem suggested. Emphasise that all ideas generated belong to the workshop and are free for implementation and may undergo modifications. Emphasise that the workshop is an initial step in the pursuit for innovation in the Government. Ask participants to fill out an event evaluation form. 45’ Facilitator / Host
  24. 24. 23 AFTER THE EVENT Guide for developing IDEATION workshops • 1. Final Proposal Once the Ideation is finished, we recommend the innovation team to work with the proposed ideas to put together a document that will be shared with the participants and the areas of government involved. The final product of open innovation events can be a document, an infographic or other visual resource, through which the work performed can be evidenced. 2. Creating an innovation ecosystem Co-creating solutions with the community through Ideation is a way of nurturing oneself with the capabilities of the environment, but also, it is a way of creating a community. In order to keep this ecosystem alive, it is necessary to generate follow-up instances, appreciation instances and subsequent involvement in the activities, decisions and solutions resulting from the journey. We suggest: 1 2 3 4 Send an appreciation e-mail the day after the event. Review the attendees list to know who participated. Publish the proposals report as quickly as possible so as not to lose continuity of the work. Plan to keep in contact with these players. Illustrations by: João Rocha (Imagem Mental)
  25. 25. • Guide for developing IDEATION workshops• Guide for developing IDEATION workshops TOOLKIT There are several innovation tools available on the web and in books (check list of references at the end of this manual). A summary of these tools is mentioned below.
  26. 26. 25Guide for developing IDEATION workshops • 1. BRAINSTORM Objective: To come up with as many ideas as possible. This technique can be implemented with the whole team and collaborators of the civil society, recipients of the problem, academics, etc. Difficulty: What do we need? Paper or flip chart, sticky notes, markers or thick pens. How? The team gathers around a table. One member assumes the role of facilitator and another one controls the time. During the brainstorming session, the rules outlined below must be noted: No judgments It is necessary to postpone all negative judgment of the ideas because it is impossible to create and judge at the same time. Thinking freely When we allow ourselves to think outside the limits of the usual, of the normal, new and disruptive solutions can arise. Multiplier Effect Combine ideas and propose improvements on the ideas of others. Sometimes changing an aspect of an unfeasible solution can make it a great solution. Quantity over quality The quality of the final result of a co-creation workshop depends on the amount of ideas generated. Thus, in the Ideation phase it is important to generate as many ideas as possible.
  27. 27. • Guide for developing IDEATION workshops26 • Guide for developing IDEATION workshops 2. FIVE WHYS It is advisable to work this tool with experts and players from other sectors outside the government to incorporate new voices. How? We ask five times why the problem or challenge happens, always trying to find different and deeper motives. Materials: Five Whys Diagram, sticky notes, markers. Objective: Explore the main root of the problem. Separate causes from symptoms. Difficulty:
  28. 28. Guide for developing IDEATION workshops • 1st Why 2nd Why 3rd Why 4th Why 5th Why Conclusion FIVEWHYSDIAGRAM
  29. 29. • Guide for developing IDEATION workshops28 • Guide for developing IDEATION workshops 3. FIELD VISITS It is advisable that the greatest number of team members can participate in order to better understand the definition of the problem. How? Once the hypotheses about who is the recipient and what the problem is are outlined, the team will immerse in the context to validate these assumptions. This visit won’t try to change the daily behavior of users and will mainly consist of a non-participatory observation. Materials: Field Visit matrix, camera, sticky notes, recorder and what else can help in recording the observation. Objective: Explore causes of the problem, create empathy with the recipient (e.g. citizen, civil servants, etc.) and their challenges. Discover revealing information. Difficulty:
  30. 30. Guide for developing IDEATION workshops • HYPOTHESES FEEDBACK Who is the recipient and what is their problem? What do you want to observe? What did you like? What did you not like? What did surprise you? What did you find strange? FIELDVISITMATRIX
  31. 31. • Guide for developing IDEATION workshops30 • Guide for developing IDEATION workshops 4. FEASIBILITY AND IMPACT This technique can be implemented with the whole team, and with guest collaborators from organisations of the civil society, recipients of the problem, academics, etc. How? Put the sticky notes with the solutions proposed during the workshop in the matrix. The axis indicate the feasibility of implementing the solutions versus their impact (consider the possibility of being replicated and scaled). Select the idea that is best located in the quadrant that indicates greater impact and greater viability. What do we need?: Feasibility and Impact matrix, sticky notes, markers. Objective: Consider alternatives to solve public challenges according to feasibility and impact. Difficulty:
  33. 33. • Guide for developing IDEATION workshops32 • Guide for developing IDEATION workshops 5. PLAYERS MAP It can be done internally or incorporate external players that will contribute with a broader perspective. How? List the players involved (one per sticky note) and place them in the matrix. The axis represent Interest and Influence. The simple exercise of mapping and classifying these actors will be helpful to understand the context and environment around the problem. The matrix will also be helpful in defining strategies to address each group of players. Materials: Players map matrix, sticky notes, markers. Objective: Identify the players that must be considered to face the challenge and what is their relevance in the context of the problem. Difficulty:
  35. 35. • Guide for developing IDEATION workshops
  37. 37. • Guide for developing IDEATION workshops REFERENCES Australian Government, Innovation 101 Australian Government, Empowering Change Empowering_Change.pdf Buenos Aires LAB, Ideatón - Guia Metodológica GuiametodologicaIdeatonweb.pdf Design Council. From Dodgy pub to social hub: How one of Britain’s worst locals became one of the best. 2002 Disponível em: dl/u/4011429673/4614929362/Everyday%20Design%20examples.pdf Curitiba GovJam 2017 ENAP, Repositório Institucional do Concurso Inovação no Setor Público. INNOVATORS IN GOVERNMENT CHEVENING GLOBAL NETWORK, 3ª Semana de Inovação em Gestão Pública - Transformação digital. Documents/ ae767bd164a64eaebd954f84626972b7.pdf?dn=semana_inova_ documento_07+spread+180214++-+final.pdf LDC. A Loja Vazia / The Empty Shop. 2013. Disponível em: Rolighetsteorin. The Speed Camera Lottery. 2010. Disponível em: watch?v=iynzHWwJXaA& OECD, Embracing Innovation in Government Global Trends innovation-in-government.pdf The Behavioural Insights Team. Supportive text messaging to encourage student success. 2017. Disponível em: supportive-text-messaging-to-encourage-student-success/
  38. 38. Innovators in Government Chevening Global Network The Innovators in Government network is part of the Chevening Alumni funded by the Foreign and Commonwealth Office (FCO) and partner organisations. Initiative and management: DUCO Design Intelligence. DUCO Design Intelligence Gisele Raulik Murphy (Network Manager, Chevening Alumna 2002-2003) Carolina Pizatto (Communication Coordinator) Darragh Murphy Evelyne Pretti Rodrigues Gabriel Ferreira (Graphic Design) Special thanks to Nayla Attas (Chevening Scholar 2017-2018), Former Director of Public Innovation of the Province of Buenos Aires, for enabling the partnership for the development of the Portuguese and English versions of this Guide. PARTNERS Material published in March / 2018. Pictures taken during the Curitiba GovJam 2017
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