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Taking the next step: Building Organisational Co-design Capability

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A presentation on building organisational co-design capability, shared as part of Master Class for Design 4 Social Innovation Conference in Sydney, 2014. http://design4socialinnovation.com.au/

For a little more context on the slides and the handout used as the basis for discussion in the MasterClass see: http://www.smallfire.co.nz/2014/10/22/building-organisational-co-design-capability/

Published in: Design
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  • Thanks so much Penny for sharing this wonderful work here and at the conference!
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  • Great Penny, would love to see you present this at other conferences too.... spreading the word!
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  • Nicely articulated!
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Taking the next step: Building Organisational Co-design Capability

  1. 1. Taking the next step: Building organisational co-design capability @pennyhagen Design 4 Social Innovation Masterclass October 2014 S M A L L F I R E.
  2. 2. With thanks to: Max Adler – Auckland Council Library Staff - Auckland University of Technology Mal Booth – University of Technology, Sydney Andrew Old – Auckland District Health Board Hilary Boyd – Auckland District Health Board Natalie Rowland – redrollers research Ingrid Burkett – Knode.com.au Kitty Rahilly & Mim Nicholas – Reachout.com Grant Young – Indigenous Digital Excellence, NCIE Mark Bunzten – Distillery Stephen McKernon - Supplejack John Hatrick-Smith – BetterbyDesign Chris Jackson - DNA And our many participants and co-designers.
  3. 3. The landscape Design Thinking Transformation Social design design Co-design Participatory design Experience-based design Co-creation Design for social innovation Co-production Service Design
  4. 4. Organisation Community Co-design is: Working with the community as active participants in the design process, to create shared value
  5. 5. Organisation Community Co-design is: Increasing our impact by working with the community to reframe issues and identify new, more effective ways to work and respond
  6. 6. Organisation Community Co-design is: Necessarily relinquishing some control and power
  7. 7. Building Organisational Co-design Capability happens across (at least) three levels • Commitment to working with • Openness to emergent outcomes Culture, Philosophy & Mindset • Protocols and structures to support Infrastructure & Resources Skills & Tools engagement (recruitment, ethics, relationships) • Skills & confidence to work with community as active design participants
  8. 8. Different “Ways In” – different organisations start in different places – it’s not linear Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools
  9. 9. Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools Different “Ways In”
  10. 10. Different “Ways In” – the journey is different for each organisation Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools
  11. 11. Different “Ways In” “Build confidence and small wins….” BUILDING MOMENTUM
  12. 12. Different “Ways In” “Celebrate and socialise” BUILDING MOMENTUM
  13. 13. Different “Ways In” “Constant advocacy” BUILDING MOMENTUM
  14. 14. Different “Ways In” “enabling learning and experience to develop over an extended period through assistance by external experts” BUILDING MOMENTUM
  15. 15. Different “Ways In” “setting up temporary structures through a project, and then finding ways to make them permanent” BUILDING MOMENTUM
  16. 16. Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools What are your “ways in” ?
  17. 17. Reflect on: What are you already doing? What might be your “ways in” (or path of least resistance)
  18. 18. CASE STUDY, QUESTIONS & DISCUSSION
  19. 19. Q.1 What capability might the project find easiest to build - culture, resources, or skills? In what ways is this different or similar to your own projects or experience? Q.2 Q.3 All What challenges might the team face when bringing co-design into the organisation? How might these be mitigated? How can the organisation best prepare the project to build capability? How can the coaches prepare?
  20. 20. Q.1 What challenges might the team face when bringing co-design into the organisation? How might these be mitigated?
  21. 21. Resistance Four common points of “resistance” I’ve often seen encountered on the journey, and ways to respond.
  22. 22. “But we are already user centred” Moving from an inside-out to an outside-in view is a key transformational point on the journey “Most of us would say we are user centred and always have been, but that has often been from the point of view of what we think the users want, rather than seeing the users as active participants in the planning process.” AUT Library
  23. 23. “But users don’t know what they want/need” Co-design tools and techniques enable meaningful participation beyond consultation or “asking”, through mutual learning and the construction of new futures
  24. 24. Aspects of the design process can be challenging, and hard to teach. In particular the process of analysis and synthesis (convergence), and comfort with ambiguity and emergence. Doing the ‘design’ bit Discover Define Develop Deliver
  25. 25. Doing the “Learning by doing…like action research” ‘design’ bit AUT: Library “Learning how not to start with knowing” UTS: Library “When you have lived and breathed it a bit you are happy living with the ambiguity, and uncertainty of that.” ADHB Discover Define Develop Deliver
  26. 26. Doing the ‘design’ bit Find people that have an affinity to this way of working Ensure there is time in the process for learning and teaching as well as doing Provide some navigational cues for people about what to expect
  27. 27. Language (and process) The language of design can appear inconsistent and varies depending on the practitioner or agency. It can also introduce barriers and be alienating to those from different backgrounds and disciplines.
  28. 28. Work towards a shared language and understanding of terms and process Work with the culture, and with existing expertise Pause, and assess what will work best in each environment Language (and process)
  29. 29. Q.2 What capability might the project find easiest to build - culture, resources, or skills?
  30. 30. Different “ways in” The value of different approaches and models for building different kinds of capability
  31. 31. Models & Sources Practical application of co-design to the organisation Training Toolkits Books Free Meet Ups Google Trying Stuff ….guided by someone familiar with the process
  32. 32. Q.3 How can the organisation best prepare the project to build capability? How can the coaches prepare?
  33. 33. Organisational Readiness
  34. 34. Organisational readiness • A willingness to hand over some control • A desire for change • An ability to resource it • A commitment to following through • Senior Leadership support/buy in • Clarity around what you want to achieve
  35. 35. External Coach Readiness • Ability to open up the process • A commitment to sharing expertise
  36. 36. Final thoughts…
  37. 37. “It’s not an overnight thing…”
  38. 38. You’ll need a champion But everyone can (and should) be involved
  39. 39. Start somewhere Start anywhere “Even if you adopt these approaches only to a limited extent, they will expand your knowledge of your users and their experiences of your service” AUT staff Member
  40. 40. Think beyond the project Project structures are not helpful for sustainability of insights, momentum into implementation and adoption, or for building relationships Think about the change process needed to adopt new service and systems Think about building co-design capability as talent development Think about ongoing involvement and structures for people to stay involved – both staff, users and external coaches Think about ongoing partnerships and networks with other organisations, universities or departments. .
  41. 41. Thank you

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