1.
Current
design
New
design
The What & the Why The How
The Systemic
Change
For black background
Change perception New practice

2.
Staff levels of engagement in change John Mortimer Oct 2020 Ver 1
Ask what ‘they’ think
Inform
Manipulation
Placate
Involve staff in change
Staff and managers
create together
Staff create some change
Type of involvement
1. Staff are emailed the changes to be done
2. Staff are asked if they like the new
changes
3. Managers ask for feedback on the changes
4. Managers engage with and discuss the
changes with staff after the event
5. Certain staff are brought in to help with
the design
6. Some staff have a role to play in designing
the change
7. Both staff and managers work together,
decisions are negotiated
8. Change happens together, with an open
and trust based environment. True respect
for people
Tokenism
No participation
No participation
Tokenism
Limited engagement
Power removed
C-working with managers
in change

3.
Me
The development of a service design methodology
Systems
theory Change &
transformation
techniques
Design
thinking
Experience &
learning
Intervention
or
application
in an
organisation
Learning from
Successful
organisations
Systems thinking principles
John Mortimer ver2.2
Learning
Change &
behavior
theory
Systems
concepts
Systems
approach
Systems
practice
Problem
type
Systems
perspective

4.
4
Sequence of a service re-design
03
Challenge our assumptions
we think about our underlying
thinking, and how we have
cognitive biases.
01
Understand
we create services based on Command &
Control thinking, we analyse how our
current service works.
04 Prototype
we put this into practice with
prototypes, to test our new assumptions.
02 Experiment
we widen the boundary of what we are
looking at, to attempt to understand the
service as a system.
05 Roll-in
The prototype becomes the
operational service