Toolkit for Change Transforming Museums Workshop California Association of Museums 2012 Conference Elliot Felix, brightspot strategy (All Rights Reserved, unless otherwise noted)
objective Provide an overview of tools that organizations can use to understand where they are, envision where they want to go, plan how to get there, and manage change along the way.
our viewpoint When designing organizations, services, operations, and spaces, design strategy is a means to balance the business goals with the needs of staff and visitors. A process that is participatory, iterative, and integrated is key .
visioning Crafting your future vision – a picture of what success would be – to set overall direction and do a gap analysis of how the present compares. Exercise: In a workshop setting, use imagery to jumpstart conversation about where you are and where you want to go . Can be done in small groups and at any scale of the organization. Output can be used for vision statement.
example: large public university Current compartmentalized dense, crammed Future complex operations interdependence lacking direction every which way excitement and joy realized potential working together collaboration common goal coordinated community
scenario planning Planning for an unknown future by determining the external drivers for change, generating multiple “futures” & positioning the organization. Exercise: In an extended workshop setting, identify two independent drivers for change for axes, describe the four quadrant futures, and discuss how to position the yourself. Repeat and refine with different drivers as needed. Moving from séance to system…
competing values framework Identifying your current and your aspirational organizational culture by plotting to what extent you’re an adhocracy, clan, hierarchy, or market. Exercise: In a workshop and/or survey, participants answer six core questions, allocating points across each of the four answers/quadrants. Then individual and group plots can be compared and discussed, for current culture and aspirations.
story borrowing Borrowing the best elements of another organization or industry’s offerings or operations and then imagining how they can influence you. Exercise: In a workshop setting, select successful models from related or unrelated fields and determine what elements make them successful – e.g.: for a new kind of visitor experience. Then create a storyboard inspired by it. Panel Discussion Louvre Apple Store
example: SFMOMA (completed in collaboration with DEGW) Discussion about the elements that make the experience of a Giants game great. Can be complemented by panel discussions with speakers from other museums and other industries to spark the “borrowing.” Storyboard for a visitor experience inspired by a Giants game, featuring live action, behind the scenes personalities, diverse groups, and the “7 th inning stretch.” SFMOMA workshop Storyboard
service blueprinting Designing your services and operations by considering the connections between front-stage, back-stage, and systems. Exercise: Once you’ve created personas and mapped their journeys, create project teams to fill out service blueprints, describing customer actions, front-stage staff actions, back-stage staff actions, and infrastructure needs across “channels”
example: educational workshops Service Blueprint for Service Design Workshop
prototyping Testing new concepts in ways that can fail so you can learn and refine, mitigate risk, identify champions, and transition both users and staff. Exercise: Identify areas where you have questions (ie: from blueprints) or new concepts and plan prototypes, pilots, and experiments as projects – with teams, schedules, budgets, and a game plan for measuring their success. Prototyping a concert Prototyping a new office
example: library service point prototyping a new kind of library service point NC State Prototyping a new kind of library service point Prototyping with role play enabled the library to try out new arrangements for their service point, moving from a “face-to-face” transactional model to a “side-by-side” consultative one, seeing the pros/cons of different options.c
facilitating with constraints Making the constrains visible and tangible to facilitate group discussion and decision-making about what “fits” within budget, time, etc… Exercise: In a workshop activity, identify the key constraint (e.g.: funding, time, space) and turn that into a boundary at some scale. Then create “game pieces” (e.g.: color-coded squares) of what you need to decide on. See/discuss what fits. Making constraints visible Prioritizing features workshop
example: large university Visual prioritization exercise to determine what spaces and services should be in the future workplace. Each sticky note describes a different kind of space at a scale so participants can see what fits, discuss, and make decisions about trade-offs in real time.
process tips As you use these tools to help transform your organization, here are some things that often make for a better process: <ul><li>Embrace the design strategy principles using an engaging process that always looks at multiple options, makes ideas concrete, and plans holistically </li></ul><ul><li>Create an overall roadmap so people have a sense of what the activities lead to and keep people updated throughout </li></ul><ul><li>Build from the vision, but work in iterative way – the details may cause you to revisit the big picture </li></ul><ul><li>Show the value and close the loop: report back on what you’ve heard and make sure participants know where their input is going </li></ul><ul><li>Mix up the conversations so you have the right balance of strategy and tactics and don’t take up too much of everyone’s time </li></ul>
benefits Using these tools in your transformation can create a variety of benefits such as engagement and sustainability. <ul><li>Staff engagement </li></ul><ul><li>Discovering of new models and new ways of working </li></ul><ul><li>Organizational clarity and sustainability </li></ul><ul><li>Freeing up resources for new initiatives </li></ul><ul><li>Improved awareness and connection, internally and externally </li></ul><ul><li>Tangible user/visitor-focus </li></ul><ul><li>Acceptance of risk and failure as part of success and innovation </li></ul>
additional resources Some resources you may find helpful to consult: <ul><li>Competing Values Framework </li></ul><ul><ul><ul><li>Originators’ website: http://competingvalues.com/ </li></ul></ul></ul><ul><ul><ul><li>Website with worksheets and calculators for using the basic questions of the framework: http://www.simon-cozens.org/content/ocai-o-matic </li></ul></ul></ul><ul><ul><li>Scenario Planning </li></ul></ul><ul><ul><ul><li>How-to Article: Wilkinson, Lawrence (1995). How to Build Scenarios: Planning for ‘Long-fuse, Big-Bang’ Problems in an Era of Uncertainty. http://www.gbn.com/articles/pdfs/wilkinson_wired_how%20to%20build%20scenarios.pdf </li></ul></ul></ul><ul><ul><li>Designing Services and Service Blueprinting </li></ul></ul><ul><ul><ul><li>Relating Services and Spaces: Felix, Elliot (2011). “Learning Space Service Design.” Journal of Learning Spaces: http://bit.ly/LearningSpace_SD </li></ul></ul></ul><ul><ul><ul><li>Seminal Article: “How to Design a Service.” Lyn Shostack (1982) European Journal of Marketing 16(1): 49–63 </li></ul></ul></ul><ul><ul><ul><li>Compendium of Tools: www.servicedesigntools.org </li></ul></ul></ul><ul><ul><li>Facilitating with Constraints: http://www.gogamestorm.com/?p=822 </li></ul></ul>