Download as PDF, PPTX
Uploaded byBen Weinlick
Design Thinking and Public Sector Innovation
The document discusses the principles and practices of design thinking and human-centered problem solving, emphasizing the importance of empathy and collaboration in addressing complex social challenges. It highlights the need for innovative approaches to service design, fostering creativity, and involving diverse stakeholders throughout the process. The author advocates for a shift away from traditional assumptions to embrace a more open, iterative methodology that prioritizes the needs of individuals within communities.
More Related Content
Similar to Design Thinking and Public Sector Innovation
Design Thinking and Public Sector Innovation
- 1. Design Thinking andPeople Powered Problem Solving Ben Weinlick, MA www.thinkjarcollective.com Twitter: @thinkjar_ email: bweinlick@gmail.com 780-918-5608 ©
- 2. Senior Leader ofResearch and Social Innovation 17 years muckin’ around striving to lead systems change in human services Consultant Explorer Ben Weinlick thinkjarcollective.com skillssociety.ca
- 3. Big questions I’minterested in How do we problem solve better? How do we get to root causes and design around that? Fixed it
- 4. It’s not allabout the new!
- 5. Douglas Adams- Hitchhikersguide to the galaxy Rules that describe our biases and reactions to the new… 1. Anything that exists when you’re born is part of the natural order 2. Anything invented from when you are 15-35 is new and exciting and you can probably get a career in it 3. Anything invented after you are 35 is against the natural order of things
- 6. Hopes for thissession •What the heck is Human Centered Design Thinking? •Why is this beast emerging? •Share some stories and examples •Solve World Peace!…No probably not •But we’re gonna stretch our minds
- 8. The tricky thingwith most systems today Innovation is Emergence Orientated Performance Outcome Orientated Mark Cabaj Radical Middle
- 9. $13.5 Billion inone year just on R&D of one car company Getting real about Social R&D
- 11. Here’s the thing… Whathappens when we have to “know” results and outcomes before we even start exploring deeper challenges around a complex problem?
- 12. We create solutions,services, systems, products, based mostly on deep biased assumptions
- 14. If stewarded well,the Design Thinking Process helps tame our biases and assumptions Assumption
- 15. Looking outside our silosin Community and strengthening creative collaborations to tackle big social challenges Strengthening Organizational capacity through learning Culture and Tools Developing Team creative collaboration We start with mental models… Our own first People’s views, patterns of problem solving
- 16. “Think Differently?” Much ofthe work is around defeating status quo assumptions and stiff mental habits...
- 17. Becoming friends withuncertainty
- 18.
- 19. The 5 whys Theywant money - Why? For their community projects- why? So they can support their people - why? So they can feel that people matter - why? Because people are isolated without much support… Community will still need money…And How might we create a service innovation that supports and launches connections between people and strengthens community ? What do we think people really need from engaging with our Grants?
- 20. Design is usuallymisunderstood • Everything man made is Designed • When you try to solve a problem you are designing solutions • Design is problem solving 20
- 21.
- 22. History of DesignThinking Old Design Ethos Design Thinking Ethos Human-Centered
- 23. Why I’m hopefulabout Design Thinking - People at the center - Guided by empathy - Disciplined collaborative process - True co-design - Intersects disciplines - Bias towards action…not just talk
- 24. What is HumanCentered- Design Thinking Really? …But usually not this linear in practice
- 25. The usual wayof leading change People First! The people that need and use a service What could trigger change? What do people really want? Prototype and Test programs and new services Policy change/ champions at the top support Human Centered Design Thinking Convene executives and policy makers Unleash on people that use a service Make new programs interventions
- 26. Why engage withDesign Thinking? • Making and prototyping = better learning and solutions • Makes risk taking more manageable • Structured problem solving process • Brings diverse stakeholders together to work on a shared problem or challenge
- 27. Discovery • Shadowing • EmpathyMapping • Service Safaris- examples of good and bad services in other domains • Hanging out with people in context • Goes deeper than SURVEYS!
- 28. Light Ethnographic Research • Attemptsto get to know people as they "naturally act" • Thoughtful noticing, up close, personal experience, and possible participation alongside • Often captures: quotes, descriptions, pictures, stories • This allows one to develop a narrative description
- 29. How might we…? •We firm up a question and check our assumptions as best we can • What are “problems” we want to help with? • What are the deeper needs of people?
- 30. turn off yourfilters Whatever idea comes to mind go with it. Don’t evaluate at this stage. Ideas will be evaluated later. go for quantity Seems weird, but the more ideas the better. Go for lots of ideas. The more ideas you have the greater chance of having a good one. build and combine ideas The most innovative ideas have come about through mixing things together that seem crazy at first. Let one idea spark another idea. Build on each others ideas. embrace the weird and wild! The wilder the ideas the better. It’s easier to tame a wild idea than to invigorate a weak one. Stretch your thinking. It’s the crazy ones that make real positive change in the world. → → → → Divergent Thinking Guidelines The brainstorming and thinking of new possibilities phase of our creative process
- 31.
- 32. Try out prototyped service andget feedback Fail cheaply Refine Test again
- 33. Phases of ServiceDesign Thinking
- 34. System change attempt tohumanize service Capacity building to use design thinking to problem solve better and co-design with citizens Keepin’ It Real Gonna look at Design Thinking examples at three levels Individual service level
- 35.
- 36.
- 37.
- 38.
- 39. Which took meto a weird aha moment... Not objects Design behaviours
- 41.
- 42. Really rough prototypetesting
- 43.
- 44. • Test earlywhile still rough prototype • My slang doesn’t land with everyone! • Include diverse group in the design process • Hitchhike on “log notes” to design behaviour that focuses on strengths and humanizes case management • Idea > test > iteration > idea > test > iteration > building something that matters Learned so far through Design Thinking leading development
- 45.
- 46. Key ques(ons • How might we enhance the ci7zenship experience of people with disabili7es? • How might we help case workers to think differently and see new possibili7es that could launch people they support to beLer quality of life? 46 Labfeatured in the Feb 2014 Stanford Social Innovation Review Magazine
- 47.
- 48.
- 49.
- 50. 50 On the iBooksstore for free
- 51. Citizen centered ThinkTank Lab
- 52.
- 53.
- 54.
- 55.
- 56.
- 57.
- 58.
- 59. “How might wetailor our services and programs to help ethno-cultural groups realize their hopes and visions for their community/ies?”
- 60. AB Culture Design ThinkingCapacity Building in Community Development Unit (CDU) Rough prototype exploration
- 61.
- 62. Design Thinking andIndividualized Service Outcome
- 63. Are we designingfor meaning? Is a service or program innovation of real value for people’s lives? Have we developed the service with the people that will use it? Is the service what people really want and need? What could really impact positive systems change? What are we learning from what’s working and not working? Guiding questions we try to keep in mind
- 64.
- 65. • Open Dataand then designing around insights • Internal capacity building to learn design thinking processes and tools • Methods used for better citizen centered engagement experiences with Government • Policy Labs How is Design Thinking being explored in the public sector these days? UK “Bringing new Policy techniques to Gov’t designing services around people’s experience”
- 66. Co-create innovative serviceswith people that will use them and leave some room to muck around
- 67. The serious playand spinning plates of Richard Feynman
- 68. Beware of oversimplifying and hoping that Design Thinking will easily solve all your challenges…
- 69. www.thinkjarcollective.com @thinkjar_ Ben Weinlick bweinlick@gmail.com -780-918-5608 Tools, Resources, Services Contact me if interested in Full Day Learn Design Thinking By Doing It workshop!
- 70. Bonus Slides OnCulture of Innovation!
- 71. Patterns of innovation Theright culture The right human centred tools Need Both!
- 72. Support looking forpractices and ideas that are outside one’s usual silos Innovative Cultures Innovation Pattern
- 73. “Legendary innovators like Franklinand Darwin share a defining attribute. They had a lot of hobbies.” ― Steven Johnson - Where good ideas come from Recognize innovation can’t be something we only fart around with at work Innovation Pattern Innovative Cultures
- 74. Innovation Pattern Have people thatthoughtfully challenge the Status Quo Innovative Cultures
- 75. Are full ofpeople that are always looking to do better and keep learning Innovative Cultures Innovation Pattern
- 76. Value playfulness andnot taking ourselves too seriously But not forced cheesy play Innovative Cultures Innovation Pattern
- 77. Support diverse backgroundsof teams Innovative Cultures Jonas Salk, developer of the vaccine that eradicated polio, made it a practice to assemble men and women from different domains in his think tanks. Invite people from other domains and ask them how they would solve your problem. www.thinkjarcollective.com Innovation Pattern
- 78. Recognize that rarelydo true innovations come from the top They steward bottom up co-design Innovative Cultures Innovation Pattern
- 79. Build capacity forpeople to learn disciplined creative problem solving tools like Design Thinking Innovative Cultures Innovation Pattern