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Building the Library of the Future: The Innovation Engine
- 1. Building the Library of the Future The Innovation Engine Michelle Frisque @mfrisque
- 2. Begin your design journey Are you creative?
- 3. 3
- 4. Putting the Pieces Together Strategic Plan Design Thinking Toolkit Implementation Examples
- 6. Who are we? Chicago Public Library
- 7. Putting the Strategic Plan into Action
- 8. A New Approach To Service
- 9. A New Approach To Staff Development
- 10. Design Thinking
- 11. Design Thinking Also known as: • Human Centered Design (HCD) • Patron Centered Design
- 12. Design Thinking Human Centered Design Creative approach to problem-solving Starts with understanding people’s needs, preferences and behaviors Ends with new solutions tailored to their needs
- 14. The Design Thinking for Libraries Toolkit + +
- 16. The Design Thinking Inspiration Creating meaningful solutions in your library begins with finding inspiration in the world around you, so you can gain a deeper understanding of people’s needs.
- 17. The Design Thinking Ideation Exploring meaningful solutions means you need to generate a LOT ideas and bring the some of those ideas to life through rapid prototyping.
- 18. The Design Thinking Iteration Creating meaningful solutions in is an interactive process. You create, test and refine the solution with your users.
- 20. Process Overview
- 23. Idea Consideration Process An internal team of experts (Advisory Panel) reviews each idea for • Strategic fit • Internal and external factors • Resources and impact Some ideas will move forward through the Design Thinking process. Others may need refinement.
- 24. Idea Consideration Criteria Whichstrategic initiative isthisideaaligned withand howdoesithelpusachievethis? Whatexcites youaboutthis idea? Whatconcernsyouaboutthisidea? Whatwould ittaketomakethis successful atCPL? Whatadditional questions doyouhaveaboutthisidea?
- 28. Projects Ends Next Steps 1.Does the Design Team continue to refine their idea? 2.Do we expand the prototype to other locations? 3.Is there something we learned we want to explore further?
- 29. Discuss and Share What We’ve Learned Assist colleagues with feedback and keep up with existing projects • Monthly Newsletter • SharePoint • Meetings • MindMixer
- 32. Games
- 33. Internet to Go Graphic of Internet to Go
- 34. Building the Library of the Future The Innovation Engine Michelle Frisque @mfrisque
Editor's Notes
- At the heart of this approach, is the idea that we are all creative and we can all be designers. We can all borrow from designers’ approach, so we’re going to get into a designer’s frame of mind. Exercise – round circles If you were like a 5 year old child, you would’ve been proud of your efforts. Most of us as little kids were unafraid to unleash our creative forces. Let’s get back to that state of mind now.
- The challenges facing librarians are real, complex and varied. As such, they require new perspectives, new tools and new approaches. Using Chicago Public Library’s strategic plan as our cornerstone, we created an innovation strategy that enables our library to quickly adapt to our community’s changing needs
- This method creates an environment for controlled experimentation; includes the framework for identifying projects; provides a toolkit for experimentation, IDEO Design Thinking Toolkit for Libraries; unleashes staff ingenuity and creativity to find new creative solutions; includes systems for gathering and sharing lessons from each experiment so they may be used to inform other projects.
- 80 locations 1 in every neighborhood Approximately 10 million Visitors a year Circulate over 10 million items last year 745 FT 251 part-time
- While our mission remains unchanged how we support it does. Ideas evolve, change and develop much faster than ever before.
- At CPL, service is at the core of what we do. Our patrons and our colleagues are our customers. How do we figure out what people want and improve our service to meet their needs?
- How do we give staff the tools and knowledge they need to successfully deliver high quality services? Job-specific training delivered through department heads Leadership program includes focus on strategy, design thinking and core leadership skills Opportunities for growth and leadership development through project-based learning
- In order to achieve this, the design thinking method builds on a way of thinking defined by a core set of traits, mainly: creativity, ambidextrous thinking, teamwork, user-centeredness (empathy), curiosity and optimism.
- The design process is meant to help us discover that special place where what people actually want (not just what they say they want), what is technically possible, & what we have the resources to do. You need to suspend disbelief about feasibility and viability while you’re immersed in understanding the user’s point of view. Then, you begin to factor in things like available resources, sustainability of the approach that appeals to users, etc.
- We worked with IDEO and Aarhus Public Libraries in Denmark to help shape the contents of this toolkit. It’s meant to support libraries’ and librarians’ efforts to design services for your patrons – with the benefit of lots of testing and lessons from 2 library systems.
- This is the design thinking framework. It starts with an idea that you want to explore. It could be a new service, a new program or a new process….
- Once you have the germ of an idea you move to the Inspiration phase. In this phase you'll be able to take concrete steps to more deeply understand your patrons and how they experience the library services you provide. This will help you figure out how you might more effectively serve their needs. Designers often call this empathy, and they build empathy with users of services they're creating or improving, so they can understand how service feels from the customer's perspective and do a better job of designing something that really works. This often leads to pretty startling insights about how the product or service can be improved.
- In the Ideation phase you capture and share insights from the inspiration phase with your team, you further refine your challenge, and then create a HMW question to anchor your iteration phase. Once you hone your HMW question you select some of your favorite ideas and bring the some of those ideas to life through rapid prototyping.
- This is a critical step, as it enables you to learn what’s working, what’s not, and what could be improved.
- While we want to empower staff to think and act with a patron centered design approach we want to make sure that approach is coordinated throughout the library system.
- So what is the process? How do we take design thinking and use it to support our strategic plan. Someone has an idea, idea is discussed and vetted, if selected a design team is created and they go through the design process, DT shares their learning and then we decide where to go from there and then we determine next steps. Lets go through each step more in depth.
- During the year we post questions to a tool called MindMixer where we ask staff to think more deeply about a specific topic related to the library. For instance … list examples here..
- The challenge Several times a year a Mini-Grant Challenge are announced via system-wide email from the Commissioner. Staff are given two weeks to submit ideas via MindMixer. Staff are encouraged to comment and discuss the ideas during the two week period. All library staff are encouraged to participate (with supervisor approval). The proposal must answer the following the questions: What is the problem you hope to solve? Who is your target audience? What resources do you think you’d need to explore this idea? (Tools, money, staff, etc.) Are there other colleagues, departments of units that you think should be involved in order to make this project a success? Please provide a brief summary of your idea and what you think success will look like.
- The Advisory Panel is a wide mix of staff throughout the library system. Departments and units throughout are represented. Clerks and librarians serve. Staff range in experience from working 1 year through 20+ years.
- Completed proposal are submitted to the Advisory Panel. They review the proposal before their meeting and answer these questions. The Advisory Panel reviewer will then categorize the proposal into one of the following three: Great idea, no reservations Good idea, but some concerns Don’t suggest pursuing this idea at this time The Advisory Panel then meets to discuss the proposals. The conversation are framed by them first discussing what they liked best, then what they liked least and finally, review the ones in the middle. Their recommendations are then sent to the Executive Committee. Thye recommend who should be on the short list, they may suggest multiple proposals be combined, or suggest a proposal be sent to a specific department for further review. The Executive Committee takes their recommendations and selects the finalists. Usually between 3-5 ideas will be select.
- Teams are created 3-5 people per team. 1 mentor and 1 senior staff member are assigned to the team. Mentors are library staff who have successfully navigated a design thinking challenge in the past. A senior staff member is assigned to help the group navigate any issues they may have such as requests to facilities management, waiver in existing policy Team is put through a Design Thinking Bootcamp
- We are asking staff to make the commitment of devoting 1 day a week to the project over a six week period. Day 1 Team Lead Onboarding Team Leads are introduced to Design Thinking and introduced to their roles at team leads Day 2 Bootcamp Inspiration (All teams/all members) Introduce entire team to Design Thinking and learn research skills Day 3 Bootcamp Ideation (All teams) Teams share their research. Look for themes and insights, brainstorms, refine idea and plan the prototype Day 4 Bootcamp Iteration (All teams + Senior Staff) Teams create prototypes, present to audience for feedback, determine next steps
- At the end of the Bootcamp the teams showcase their prototype and share what they have learned with the Executive Team and other stakeholders.
- After the DT finishes the Bootcamp process we determine what happens next. Does the Design Team continue to refine their idea? At this point we examine if the project (when further refined) is worth exploring. Will it be sustainable? Is this a good way to serve this population group? The answer is not always yes. In the case of the co-working team we learned that we need to do a lot more research before moving forward. The process served its purpose. It allowed us to test an idea quickly. Do we expand the prototype to other locations? In the case of of our Games DT their initial prototypes went well so it was decided to expand the prototype to several branches. Is there something we learned we want to explore further? One of the learnings that came out of the Games DT was how to engage patrons in outreach programs like street festivals, block parties, farmers markets etc. Another DT is being created to explore the role of engagement in outreach.
- Sometimes there are exceptions to this process. We are also using Design Thinking for systemwide initiatives. One such example is the Internet to Go hotspot lending program.