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Service design: why haven't we changed the world yet?

We gave this 90 minute paper at the fabulous Service Design in Government 2016 conference, on March 9th 2016. By sharing the experiences we have had leading a very broad and deep innovation programme in Essex, we aim to shine a spotlight on what else needs to be built around service design, in order to create the sustained, radical shifts we want to see on the ground.

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Service design: why haven't we changed the world yet?

  1. 1. Why Haven’t We Changed the World Yet? Addressing the system conditions. @ruthkennedy ThePublicOffice Perrie Ballantyne ThePublicOffice @sophialooney Essex County Council ThePublicOffice
  2. 2. Methods and approaches to support transformational change in public services. Methods Buy-in Commissioners are interested in ways to improve outcomes and reduce costs. Energy Projects consistently unlock energy and enthusiasm and galvanise interest in a case for change and promising new directions. Service design is brilliant...
  3. 3. Energy, ideas and people too often dissipate when the project ends; learning gets lost. Dissipation Projects can be siloed, short-term, or only on the edge of mainstream systems. Culture A great experience, a great toolkit and no lasting change; new things fail to take root in the prevailing system and culture Sidelined ...but not everything is brilliant
  4. 4. How do we stop the prevailing conditions (culture, leadership, governance, capabilities, measurements) squishing the energy and ideas that service design methods can unlock? What else do we need (skills, methods and approaches) to enable service design to really support sustained transformational change in public services and for citizens? Unlocking the system Supporting transformation Key challenges to our work
  5. 5. Describe work we’ve done with Essex County Council (ECC) as an Innovation and Learning Partner, drawing out learning for service designers and those who commission design-led innovation. 1. Work 2. Challenges 3. Ideas Share common issues from across the work; things that are getting in the way of embedding efforts to create change (with commissioners and providers and citizens/communities themselves). Share ideas and thinking for how to support a more explicit conversation that exposes and addresses system conditions. In this session we’ll share...
  6. 6. A small, multi-disciplinary team that brings design thinking to big system challenges and supports leaders of public services to create transformational change. Bringing explicit practices to support professional learning and a deep understanding of system thinking and complexity. We are ThePublicOffice
  7. 7. ThePublicOffice as metaphor • Design thinking origins • Earls Court, June 2007 • Physical ‘pop-up’ installation: a 'narrative environment' created with Central St Martin's • A new disruptive space • Senior civil servants partners, together, connecting emotionally with people on the receiving end of services • This is the PUBLIC office • ‘Prepare to be moved; prepare to be wrong'
  8. 8. Workshops in ThePublicOffice installation provide a powerful disruptive starting point for enquiry... ThePublicOffice in Essex Watch on Vimeo:
  9. 9. It's easy to think differently in a workshop... 6 Big Principles underpin the work: Focus Adapt Believe Collaborate Engage Learn We stay relentlessly focused on citizens’ outcomes and experiences as the only measures of success that really matter. We intentionally seek out opportunities to create and innovate as a core part of what we do, always staying focused on citizens’ outcomes and being savvy about risk. We know we need to think about the whole system, and we take every opportunity to understand and solve problems together – even when this feels like it adds complexity. We strongly believe that most citizens want and are able to own their own outcomes and be masters of their own destinies, and that we should promote and support independence wherever possible and appropriate. We are deeply committed to listening to citizens and communities, and to involving them directly in understanding problems, designing and testing solutions, and co-producing outcomes. We know that change starts with us, both as individuals and collectively, so we make time for our own learning, and to come together to analyse, reflect and learn in an honest and open way.
  10. 10. Our work in Essex Embedding Innovation Embedded in Essex County Council for 2.5 years as Innovation and Learning Partner.
  11. 11. Our work in Essex Supporting moves to integrate health and social care and transition to becoming a commissioning council. Supporting Integration
  12. 12. Our work in Essex Helping ECC and a wide range of partners across the system to learn from citizens and shift what they do so that insights and energy shape new commissioning approaches. Facilitating Learning
  13. 13. Early Years Dementia Mental Health Working Age Adults with a Disability The scope of our work Coaching | Taking commissioners on a learning and innovation journey Deep Dives | New tools methods to drive radical change in key policy areas Learning | Surfacing what we learned. Facilitating reflection on how to improve
  14. 14. Double Diamond as a framework for whole system change journey Learning Honesty and reflection. eing open to failure. Sharing. Applying what we learn. Capacity Building Build organisation capacity to think, do and lead differently. Generate propositions to inform commissioning Discover DevelopDefine Deliver Test Develop Prototype quickly and cheaply Select the most promising ideas Commission Measure whether value is delivered
  15. 15. Key activities in our programmes 1. Citizen Conversations Bringing a wide group of colleagues and partners together into new conversations with citizenswith citizens.... taking on the fear and resistance
  16. 16. 2. Insight Sensemaking Supporting diverse teams to make sense of new insights together, and manage productively the disruption this causes. Must start a few fights! Key activities in our programmes
  17. 17. 3. Envisaging New Systems Helping teams to explore new possibilities across the system, and define a new, shared system vision, together Key activities in our programmes
  18. 18. 4. Modelling Practice We (and the leaders we are coaching) are modelling new ways of working in practice, incl: • openness to learning • being comfortable with uncertainty • courage Key activities in our programmes
  19. 19. 5. Demonstration Projects Small-scale projects to demonstrate change on the ground. Key activities in our programmes
  20. 20. 6. Making a Movement Building energy for, involvement in and commitment to the change as we go... in the place. Key activities in our programmes
  21. 21. Case Study: Rethinking Early Years
  22. 22. Analysis of Essex data Horizon scanning Citizen journey map Visits to other places Problem definition Idea Generation Deliberation Day Hypothesis development Ethnographic research with Essex parents families Review of financial imperatives Analysis of latest research evidence; EIF Multiple cause analysis (soft system methodology) Rethinking Early Years: Activities
  23. 23. Key insights Things we learned that we ignore at our peril We need to focus on building the resilience of families and reducing their isolation. There is poor collaboration and connection between public services – this doesn’t make sense for families and limits the impact of what professionals do. It’s all about relationships professionals and families need to build their relational capability. No-one wants or needs more services — families aren’t getting the best value from the ones that already exist.
  24. 24. 4. Peer support and unleashing community capacity 2. Transforming the Workforce 3. Alternative approaches to commissioning for outcomes 1. Transforming Children’s Centres Becoming less about buildings and more about people Responding to evidenced need and targeted Owned and driven by families and communities, with support from professionals Working to parents’ strengths and building their knowledge and resilience Co-creating and co-delivering approaches that work Building a strengths based approach Building relational capability Establishing a common core of understanding Working towards a shared vision Based on a deep understanding of families’ needs, current performance and evidence of what works Building community capacity Working with new providers (including communities) The four big ideas...
  25. 25. The impact so far... 1. New understanding of the problem and a real commitment to change “We’re designing services but not capturing what people need…when I looked at what we were doing, I was totally baffled.” Nazmin Mansuria, Barnardos “After what we’ve learned, we can’t go back to commissioning the same kinds of things. We need to do things very differently.” Carolyn Terry, Early Years Commissioner for Sufficiencyand Sustainability
  26. 26. 2. New shared system vision at the heart of a new commissioning approach The impact so far...
  27. 27. 3. More open and collaborative relationships with providers, partners and families The impact so far... Watch on Vimeo
  28. 28. Important shifts, but the challenge is huge “We don’t really know how to do this and we have to learn how to do it.” Anna Saunders, Head of Commissioning, Vulnerable People, ECC
  29. 29. Reflection.. Why is it so hard?
  30. 30. 1. What helps make change happen? What gets in the way? 2. What’s the journey been like for you and your colleagues? Have there been any light-bulb moments (good or ouch!)? 3. How do you see the challenge of taking things to scale? What needs to happen? Leading system culture change from within a council Discussion: Sophia Looney, Essex County Council
  31. 31. Reflection: why is it so hard? A messy dual existence Operating models Current System Structures New perspectives New shared vision New ideas creativity New ways of working Resources Behaviours Culture Interventions and stimuli e.g. Ethnography, Horizon scanning, Data analysis, Journey mapping, immersive workshop, new ideas Dual existence New System
  32. 32. What we’re trying to build... Operating models Current System One-way valves prevent backwards movement e.g. explicit new roles and teams, new incentives, coaching Structures Resources Behaviours Culture Dual existence New System Integrated vision action Ourcomes metrics that matter Shift in power responsibility New different resources Bridges show what the new system should be e.g. demonstration projects
  33. 33. What works? Making things stick
  34. 34. Listening Learning Tune in to what you find in a place (individuals, teams and organisations) and design support that responds not only to what they need to do, but also what they need to learn in order to do the thing. Making things stick: What works?
  35. 35. Tell compelling stories and help other people to tell them (about an insight, vision, change, learning) again, and again and again. Storytelling Making things stick: What works?
  36. 36. Support to Think, Feel Do Differently Help expose attitudes and assumptions, have explicit conversations about culture and practice and support people make the emotional and actual leap to thinking and doing differently. Making things stick: What works?
  37. 37. Be prepared to lead tough conversations!
  38. 38. We work in complex living systems People own what they create: At the heart of co-creation. Real change takes place in real work: Nothing has really changed if we aren’t doing the real work differently. People who do the work do the change: So, you need to involve the do-ers in the change process. Start anywhere but follow it everywhere: You know where you want to begin, get on with it but follow wherever it leads. Keep connecting the system to more of itself: To release the collective intelligence you have to be connected, none of us is as smart as all of us. 1. 2. 3. 4. 5. Myron Rogers' Five Maxims:
  39. 39. 1. What else can you tell us about the challenge of making change stick? 2. What else can you tell us about what works? Discussion: Sharing your own reflection
  40. 40. So: Why Haven't We Changed the World Yet? We need to keep addressing the system conditions, and our own behaviours and practices. @thepublicoffice Design by Sam Dunne @thedunnething With thanks to Noun Project contributors: Andrey Vasiliev; Simple Icons; Gerald Wilmoser; Till Teenck; Baruch Moskovits; Iris Roijakkers; Krisada; Joe Pictos; Gregor Cresnar; Edward Boatman; Jessica Lock; Gillbert Bages; FORMGUT