Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
The Systemic Design Toolkit represents a formalized set of methods and research tools designed by Namahn and developed with collaboration by me (SDA) and Alex Ryan of MaRS. The Toolkit can be discovered at https://www.systemicdesigntoolkit.org/
Towards a Systemic Design Toolkit: A Practical Workshop - #RSD5 Workshop, Tor...Koen Peters
Namahn (BE), a human-centred design agency, and shiftN (BE), a futures and systems thinking studio from Brussels, are developing a Systemic Design Toolkit combining the methodologies of both practices. The toolkit is currently piloted with the EU Policy Lab of the European Commission’s Joint Research Centre. The toolkit is structured as a suite of discrete thinking-and-doing instruments, to be applied selectively, sequentially and iteratively. The purpose of this toolkit is to enable co-analyses of complex challenges and co-creation of systemic solutions mode with users and other stakeholders This workshop aims to exchange insights between participants and facilitators in a hands-on, case-based format.
Workshop presenters are: Philippe Vandenbroeck, Kristel Van Ael, Clementina Gentile (@clementina_g) and Koen Peters (@2pk_koen)
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The increasing complexity of the world around us raises new challenges for designers, who are called to build cohesive experiences across broad ecosystems of products and services. Dealing with innovation and highly complex services, involving a large number of actors and many different channels, requires the adoption of new skills and techniques, that enable a more effective collaboration with all the stakeholders involved and support the dialogue around articulated systems and large amount of information.
Looking at the theory, Service Design Tools (www.servicedesigntools.org) is a first comprehensive repository of methods and examples that could orientate a designer - or any other professional - approaching the challenges of designing services, to help identifying the right method according to the step of the process, the type of participants and the kind of information that need to be discussed. Jumping to the practice, the power of adopting a systemic approach and shaping tools and frameworks that can re-order and re-distribute knowledge within multifaceted teams to drive innovation processes has changed the way in which highly complex services are conceived and developed across segments - from healthcare to financial -.
The ambition now is to see this evolving more and more into the way societal problems with large scale impact are addressed - bringing the benefit of system thinking into social innovation processes and organisation changes.
Euclid Annual Symposium, Brno 2015
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Systemic Design Principles & Methods ISSS 2014Peter Jones
Research paper presentation at ISSS 2014: Design Research Methods for Systemic Design: Perspectives from Design Education and Practice
The recent development of systemic design as a research-based practice draws on long-held precedents in the system sciences toward representation of complex social and enterprise systems. A precedent article, published as Systemic Design Principles for Complex Social Systems (Jones, 2014) established an axiomatic and epistemological basis for complementary principles shared between design reasoning and systems theory. The current paper aims to establish a basis for identifying shared methods (techne) and action practice (phronesis). Systemic design is distinguished from user-oriented or industrial design practices in terms of its direct relationship to systems theory and explicit adoption of social system design tenets. Systemic design is concerned with higher-order socially-organized systems that encompass multiple subsystems in a complex policy, organizational or product-service context. By integrating systems thinking and its methods, systemic design brings human-centered design to complex, multi-stakeholder service systems as those found in industrial networks, transportation, medicine and healthcare. It adapts from known design competencies - form and process reasoning, social and generative research methods, and sketching and visualization practices - to describe, map, propose and reconfigure complex services and systems.
Systemic Design Toolkit - Systems Innovation BarcelonaPeter Jones
The Systemic Design Toolkit represents a formalized set of methods and research tools designed by Namahn and developed with collaboration by me (SDA) and Alex Ryan of MaRS. The Toolkit can be discovered at https://www.systemicdesigntoolkit.org/
Towards a Systemic Design Toolkit: A Practical Workshop - #RSD5 Workshop, Tor...Koen Peters
Namahn (BE), a human-centred design agency, and shiftN (BE), a futures and systems thinking studio from Brussels, are developing a Systemic Design Toolkit combining the methodologies of both practices. The toolkit is currently piloted with the EU Policy Lab of the European Commission’s Joint Research Centre. The toolkit is structured as a suite of discrete thinking-and-doing instruments, to be applied selectively, sequentially and iteratively. The purpose of this toolkit is to enable co-analyses of complex challenges and co-creation of systemic solutions mode with users and other stakeholders This workshop aims to exchange insights between participants and facilitators in a hands-on, case-based format.
Workshop presenters are: Philippe Vandenbroeck, Kristel Van Ael, Clementina Gentile (@clementina_g) and Koen Peters (@2pk_koen)
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The increasing complexity of the world around us raises new challenges for designers, who are called to build cohesive experiences across broad ecosystems of products and services. Dealing with innovation and highly complex services, involving a large number of actors and many different channels, requires the adoption of new skills and techniques, that enable a more effective collaboration with all the stakeholders involved and support the dialogue around articulated systems and large amount of information.
Looking at the theory, Service Design Tools (www.servicedesigntools.org) is a first comprehensive repository of methods and examples that could orientate a designer - or any other professional - approaching the challenges of designing services, to help identifying the right method according to the step of the process, the type of participants and the kind of information that need to be discussed. Jumping to the practice, the power of adopting a systemic approach and shaping tools and frameworks that can re-order and re-distribute knowledge within multifaceted teams to drive innovation processes has changed the way in which highly complex services are conceived and developed across segments - from healthcare to financial -.
The ambition now is to see this evolving more and more into the way societal problems with large scale impact are addressed - bringing the benefit of system thinking into social innovation processes and organisation changes.
Euclid Annual Symposium, Brno 2015
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Systemic Design Principles & Methods ISSS 2014Peter Jones
Research paper presentation at ISSS 2014: Design Research Methods for Systemic Design: Perspectives from Design Education and Practice
The recent development of systemic design as a research-based practice draws on long-held precedents in the system sciences toward representation of complex social and enterprise systems. A precedent article, published as Systemic Design Principles for Complex Social Systems (Jones, 2014) established an axiomatic and epistemological basis for complementary principles shared between design reasoning and systems theory. The current paper aims to establish a basis for identifying shared methods (techne) and action practice (phronesis). Systemic design is distinguished from user-oriented or industrial design practices in terms of its direct relationship to systems theory and explicit adoption of social system design tenets. Systemic design is concerned with higher-order socially-organized systems that encompass multiple subsystems in a complex policy, organizational or product-service context. By integrating systems thinking and its methods, systemic design brings human-centered design to complex, multi-stakeholder service systems as those found in industrial networks, transportation, medicine and healthcare. It adapts from known design competencies - form and process reasoning, social and generative research methods, and sketching and visualization practices - to describe, map, propose and reconfigure complex services and systems.
In an increasingly competitive market, we believe that businesses will no longer be able to rely on external partners alone to drive innovation. By bringing design capabilities in-house, brands will have the ability to respond rapidly to a world changing around them, adapting constantly to remain fresh and bring relevant innovation to market – becoming what we call a ‘Living Business’.
Our ‘Design from Within’ report describes three distinct approaches businesses can take in order to design and innovate internally. Each approach shares common goals - such as creating a culture which inspires creativity, and enabling the business to scale ideas from the drawing board to the marketplace –but the models differ according to the extent of a company’s involvement in them.
Our Morgenbooster: Designing for Possible Futures.
Get a sneak-peak into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Power and Service Design: Making Sense of Service Design's Politics and Influ...Service Design Network
In this talk, Gordon Ross will discuss different partnership models that exist between organizations and consultants collaborating on service design initiatives. He will reflect on his experience as a service design consultant across a wide range of private and public sector projects, highlighting challenges faced along the way.
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
d.school Bootcamp Bootleg, as generously created and offered (under Creative Commons license) by the Stanford d.school: http://dschool.typepad.com/news/2009/12/the-bootcamp-bootleg-is-here.html
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
In this talk we’ll uncover our journey in creating a Design System for Skyscanner and share our learnings on how we sold it to the business by proving its worth. We’ll talk through some of the design and tech considerations we’ve made and share the tools and techniques which have helped us along the way.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
Morgenbooster - Dynamic Roadmap: Bridging the gap between strategy and execution1508 A/S
This is the slides for an online webinar regarding how you can implement strategy in a way relevant for the users. The presentation talks about the tool dynamic roadmap.
Visual Frameworks to Drive Innovation ProcessesRoberta Tassi
Designing complex services involving a large number of actors and many different channels (like healthcare services) can benefit from the use of visual frameworks to help drive and accelerate design processes.
The Backpack Plus project (frog + UNICEF) is a tangible example of how a visual framework can help designing a comprehensive systemic solution, and evolve across the different stages of the design process.
Information Design Matters, London 2014
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
In an increasingly competitive market, we believe that businesses will no longer be able to rely on external partners alone to drive innovation. By bringing design capabilities in-house, brands will have the ability to respond rapidly to a world changing around them, adapting constantly to remain fresh and bring relevant innovation to market – becoming what we call a ‘Living Business’.
Our ‘Design from Within’ report describes three distinct approaches businesses can take in order to design and innovate internally. Each approach shares common goals - such as creating a culture which inspires creativity, and enabling the business to scale ideas from the drawing board to the marketplace –but the models differ according to the extent of a company’s involvement in them.
Our Morgenbooster: Designing for Possible Futures.
Get a sneak-peak into how to apply futures thinking to your design processes to help create reactive and proactive brands, businesses, and products.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Power and Service Design: Making Sense of Service Design's Politics and Influ...Service Design Network
In this talk, Gordon Ross will discuss different partnership models that exist between organizations and consultants collaborating on service design initiatives. He will reflect on his experience as a service design consultant across a wide range of private and public sector projects, highlighting challenges faced along the way.
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
d.school Bootcamp Bootleg, as generously created and offered (under Creative Commons license) by the Stanford d.school: http://dschool.typepad.com/news/2009/12/the-bootcamp-bootleg-is-here.html
An overview of Systems Thinking, and how to apply the ideas of Complexity Theory to management of systems, with the results being called "Complexity Thinking".
This presentation is part of the Management 3.0 course created by Jurgen Appelo.
http://www.management30.com/course-introduction/
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
In this talk we’ll uncover our journey in creating a Design System for Skyscanner and share our learnings on how we sold it to the business by proving its worth. We’ll talk through some of the design and tech considerations we’ve made and share the tools and techniques which have helped us along the way.
A system is a network of interdependent components that work together to try to accomplish the aim of the system. A system must have an aim. Without an aim, there is no system. The aim of the system must be clear to everyone in the system.
But what does it all mean really and how does it apply to our businesses? What does it take to have a systems thinking or holistic view and approach?
In this presentation, we'll take a look at systems thinking, how we can get into this mindset and how it is used in the real world. With some interactive exercises, historical and present examples we hope this session will leave you with an understanding of systems thinking and its many benefits.
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
Morgenbooster - Dynamic Roadmap: Bridging the gap between strategy and execution1508 A/S
This is the slides for an online webinar regarding how you can implement strategy in a way relevant for the users. The presentation talks about the tool dynamic roadmap.
Visual Frameworks to Drive Innovation ProcessesRoberta Tassi
Designing complex services involving a large number of actors and many different channels (like healthcare services) can benefit from the use of visual frameworks to help drive and accelerate design processes.
The Backpack Plus project (frog + UNICEF) is a tangible example of how a visual framework can help designing a comprehensive systemic solution, and evolve across the different stages of the design process.
Information Design Matters, London 2014
The first prototype of our approaches to move beyond design thinking at DNA. Touching on a number of new tools and techniques as well as theoretical positions from a number of sources. Very much the bleeding edge of our current position.
By Peter Stoyko
Complex systems are difficult to understand without the
aid of visuals. There are too many moving parts to mentally
keep track of. The parts interact in too many ways. The whole
system is cognitively overwhelming insofar as it cannot be
absorbed in one go without the aid of an external reference.
That is partly due to humans' inability to juggle more than
a few complicated ideas in working memory at one time.
Thus, visuals are a simplifying and organizing device that
complements the way human naturally think if they are
designed well. This poster is an early glimpse of a larger
project (called SystemViz) that explores what it means to
design such visuals well.
Peter Jones, Smriti Shakdher, Prateeksha Singh
Clinical Synthesis Map: Cancer Care Pathways in Canadian Healthcare
Jones PH, Shakdher S and Singh P. Systemic visual knowledge translation for breast and colorectal cancer research. Current Oncology 2017 (in press).
The Clinical Map visually represents breast and colorectal cancer processes across Canadian provincial and territorial systems. A roadmap metaphor illustrates a system-wide view of patient flow across the stages of cancer care. Green “road signs” identify clinical cancer stages across the roadmap: Pre-Diagnosis, Peri-Diagnosis, Diagnostic Interval, Diagnosis, Treatment, Rehabilitation, After Care, and Survivorship (with Palliative Care expressed as an end point). The visual metaphor of seasonal trees visually connects these stages to the patient’s cancer journey from pre-diagnosis (summer) through treatment (winter), followed by new growth (spring) in survivorship.
The levels of primary, secondary and tertiary care guide the vertical dimension. Information and communications technology reaches across levels and stages, but is shown disconnected from primary care. The road-like pathways are colour-coded where experts differentiated care pathways between breast cancer (pink) and colorectal (blue). Where not distinguished (white), the pathways indicate current practices shared across the cancer journeys.
Yellow navigation signs indicate cancer events across primary care pathways. Starting with Prevention and ending with Long-term Care, these events show points for primary care continuity during cancer treatment. A parallel path below the stages indicates where some patients may also employ complementary or alternative therapies.
Significant areas of complexity generalized across cancer care are revealed in peri-diagnosis and the diagnostic interval pathways. A patient can be screen-detected (and then present to a family physician, shown in the breast cancer pathway) or may be initially diagnosed in primary care (white pathway). The circular pathways in the diagnostic cycle suggest multiple possible tests within primary care. With a primary care diagnosis, patients are referred and flow to secondary/tertiary cancer care. The stages of intake, biopsy, pathology, and confirmed diagnosis are shown, and the complex pathways of cancer treatment, shown on the map in a typical (not definitive) order of surgery, radiation/chemotherapy, and continuing treatment through assessment of outcome.
Paul McArthur, Jerry Koh, Vani Jain and Mali Bain
System Insights from ‘WellAhead’: A Social Innovation Lab Approach to Advance the Prioritization and Sustained Integration of Student Social and Emotional Wellbeing in K-12 Schools:
SDD Symposium - Bringing Design to Dialogic Design Peter Jones
Design competencies address many gaps in current SDD practice:
- Lack of methods defined for Discovery
- Contested ways of enacting Action from planning
- Creative approaches to coalition formation
- Ability to better adapt & stage practices to differing cultures
When analyzing and designing a product, service, or system, minor adaptations to existing design processes can go a long way to expand beyond a techno-centric system perspective, or an exclusively "convenience and ease of use" user experience profile. By assigning critical questions to each step of a design process, we can resituate our working understanding of a technical system within its human context and expand our sociotechnical analysis to include matters of normative and ethical concern. These critical questions address concerns including inclusivity, duty of care, sustainability, and prevention of harm. From the newly expanded ethical context these questions help construct, it is possible to imagine opportunities for value-led change within the relationships of a sociotechnical system.
A presentation by Mr Rudolph Louw (Director: Transnet Centre of Systems Engineering: WITS University) at the Transport Forum SIG 21 April 2016 hosted by T-Systems SA Pty)Ltd. The theme for the event was: "Innovation in Transnet" and the topic of the presentation was: "A New Systems Perspective in Context of Transnet One Company"
The waterfall, a commonly misapprehended methodological conceptAxel Vanhooren
Waterfall as methodological concept; right usage of methodologies; purpose of phases; possibilities for flexibility, continuous improvement, scalability, fast delivery, iterations, continuous testing, advantages & disadvantages, ...
Systems Thinking in Public Health for Continuous Quality ImprovementCameron Norman
Opening presentation at the first meeting on CQI in Public Health in Ontario, held at the Dalla Lana School of Public Health at the University of Toronto. Practitioners from across the province gathered to learn more about quality assurance measures, metrics, theories and ideas. This presentation provides a simple overview of systems thinking as it might apply to CQI in public health. This simple overview looks at the nature of systems, how they apply to CQI, how design thinking and developmental design can aid public health in creating relevant, appropriate means of quality assessment in its work.
The continuous innovation model - combining Toyota Kata and TRIZ Teemu Toivonen
Companies are facing increasingly tough competition in the global economy. Previously sustainable competitive advantage strategies are insufficient in the changed market conditions. The only sustainable advantage is continuous innovation at a faster pace than rival organizations. This requires a systematic approach to innovation and engaging staff on all levels to effectively take part in the innovation efforts.
Toyota Kata is proven and highly successful method for continuous improvement at the whole organization level. Toyota Kata was discovered by Mike Rother while he researched Toyota’s quality improvement methods. It is a holistic system method for improvement efforts which contains processes and behavioral patterns for strategically aligned goal setting, problem solving, coaching, management and training. It is a simple and teachable approach which also covers the management of improvement efforts. The downside of the approach is its focus on incremental improvement instead of breakthrough innovation.
The approach can be improved by adding TRIZ techniques like contradiction analyses, FAA, inventive principles and trends of evolution to various parts of the method. This approach will allow to keep the benefits of the Toyota Kata approach while changing the focus from incremental improvement to true innovation. The combined approach is also better suited for the more complex problems of today’s knowledge workers. Toyota Kata can also be used as method for introducing and training TRIZ to the organization in an effective and incremental way.
The combined method for continuous innovation can be further improved with the Lean Startup methods to validate the solutions. The Lean Startup experimentation approach is geared to design quick and inexpensive approaches for the market validations of service, management and software innovations.
Systems Engineering Principles in Problem SolvingAkhmad Hidayatno
ISEEC UI is an international competition for Industrial Engineers and Systems Engineers hosted by Universitas Indonesia. This slides are guidance on how to develop solutions in ISEEC UI.
This presentation provides an overview of the Systematic Inquiry Cycle and Logic Modeling as tools for designing and developing a research study or project/program initiative.
a brief history of (product) design
my involvement in human-centered design
history and key concepts of cybernetics
criticality
current algorithmizations
facing current algorithmizations
uncritical cybernetics
criticality cybernetics
uncritical design
critical design
critically intervening in the ecology of artifacts
some propositions of a design discourse to face complex systems responsibly
Jabe Bloom and Ahmed Ansari
TEMPORALLY INFORMED TRANSITION DESIGN
COMPLEX TEMPORAL DESIGN
Interconnected and interdependent
‘systems problems’, exist at multiple levels
of scale within the social and environmental spheres
[Designers need to] understand
how to work iteratively, at multiple
levels of scale, over long horizons of time
Design has a key role to play in societal
transitions to more sustainable futures
Sine Celik Jo Van Engelen, Han Brezet, Peter Joore, Linda Wauben
Managing Creativity: Oxymoron or Necessity?
An analysis of social networks for enhancing regional creative output
Birger Sevaldson www.systemsorienteddesign.net
RSD5 Symposium Systemic Design for Social Complexity
Systems Oriented Design (SOD) is a dialect in the emerging field of Systemic Design. It is maybe the most designerly and practice oriented approach. The red blurry dot in the diagram below shows SOD being off center, closer to design and closer to practice.
Swayang Das, Beda Prakash Das, Sushant Arya and Praveen Nahar
Democratizing Social Innovation: Establishing the platform of Internet of Things in India through Systemic Design Thinking and Design
Eudaimonic Flourishment through Healthcare System Participation in Annotating Electronic Health Records
Peter Pennefather, West Suhanic, Katie Seaborn, Deb Fels
Laboratory of Collaborative Diagnostic, Lesley Dan Faculty of Pharmacy, UofT Inclusive Media Design Centre, Rogers School of Management, Ryerson U
If the Food System Creates Conditions for People to be Nourished
Nourishment is the Output of that System
If The Public Health System Creates Conditions for People to Flourish
Flourishment is the Output of that System
Also
if The Food System is to be Regulated, Nourishment Needs to be Recorded, Accounted and Analyzed. If the Public Health System is to be Regulated, Flourishment Needs to be Recorded, Accounted and Accounted
Tareq Emtairah, Helen Avery and Khaldoon Mourad
Visioning Labs with displaced academics as a design strategy for sustainable post-conflict reconstruction
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
White wonder, Work developed by Eva TschoppMansi Shah
White Wonder by Eva Tschopp
A tale about our culture around the use of fertilizers and pesticides visiting small farms around Ahmedabad in Matar and Shilaj.
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2. Namahn and shiftN
— Namahn
§ Human-centred design, digital
products and services (Brussels, BE)
§ An experienced, international,
multidisciplinary team:
• 17 designers, 3 staff + expert network
• Founded in 1987
— shiftN
§ Futures and systems thinking studio
(Leuven, BE)
§ Network of experts
2
3. About this workshop
— Introduction to our systemic design toolkit
§ Why this toolkit?
§ Underlying principles
— Overview of all the tools
— Case: child obesity - apply 4 tools to this case
§ Actants
§ System map
§ Intervention strategy
§ Paradoxical thinking/matrix
3
5. What is systemic design?
Systemic design is the combination of the tools, methods
and principles of system thinking and human-centred
design.
— Systems thinking offer a realm of methods to understand
complex socio-technical issues but lacks practicality.
— Human centred design is hands-on and solution oriented
but misses the approach to handle complexity
§ The current design methodologies are based on our linear way of
problem solving.
5
6. Why do we make this toolkit?
— Type of projects: more complex, societal
§ Interconnectedness, circular thinking needed
§ Open solutions with self-adaptive capacity
— More collaboration needed
§ Push stakeholders to look at multiple perspectives
§ Make systemic design thinking explicit, approachable to all
stakeholders (offer tools to make this simple & accessible to them)
— More about this in the paper sessions
6
8. From a designer point of view
— Human centered
— Co-creation
— Value driven
— Modulate between levels of abstraction
— Evidencing to stimulate dialogue
— Solutioning as a learning process
— Embed triggers for abductive thinking (surprises, anomalies)
8
9. From a system thinkers point of view
— Zoom in (people) / zoom out (system)
— Focus on relationships and exchanges
— Work on micro/meso/macro level
— Feedback loops and leverage points
— Combination of interventions
— Multiple perspectives and worldviews
— Motivate boundary judgement
— Shape conditions for emergence
9
13. 1. Rich context
13
A map of the context of the issue:
— the longer term trends
— the current practices of the system to deal with them
— the emerging niche ways of doing things differently.
Why?
Build a common and visual understanding of the existing and
emerging paradigms on the issue or purpose
Result
identify the (emerging) actors and other stakeholders for your actors
map.
15. 2. Actors map
15
A map with the key players in the systems and
their mutual relations with regard to the issue or
intended outcome
Why?
Identify and select the actors you want to observe
and/or interview in your field study
Result
A number of hypotheses to validate or falsify during
the field study
17. 3. User insights
17
Field study – observations, interviews with key
users and stakeholders of the system (actors)
Why?
Get insights in the needs, wishes, frustrations of the
actors. Validate and/or falsify the hypotheses you have
made while making the rich context and the actors map
Result
Insights in the form of personas, scenarios-of-use, a
user type matrix or an experience graph
20. 4. Actants
20
A tool to model, summarize and communicate
your systemic user research, focussing on the
relationships between the different actors
Why?
Understand the quality of the relation between actors and identify the
variables that are influencing the relationship in a positive or negative
way.
Result
A list of variables to start off your system map
22. 5. System map
22
A tool for visualising the system, its structure, the
interrelations between the elements/variables of the
system and the things that flow in the system.
Why?
You want to understand the system and to identify the variables
that have potential to change the system (leverage points)
Result
List of potential leverage points
24. 6. Value proposition
24
Apply the themes to improve the system (often at
individual level) to other value layers, using the
Universal Values model by Elke den Ouden
Why?
Broaden and stretch out the themes/leverage
points to create meaningful innovations on
different levels (organisation, ecosystem, society
as a whole)
Result
The design challenge
26. 7. Intervention strategy
26
A tool to help you to understand and explore how
(on which levels) you can intervene in the system,
using the levels of intervention (Donella H. Meadows)
Why?
A solution to a systemic problem should always be a
combination of interventions. This tool/template helps you
see the spectrum of possibilities in a workshop together
with your client and stakeholders
Result
Scope and list of possible intervention domains
28. 8. Paradoxical ideation
The paradox card set is a tool for consciously bringing
together the paradoxical sides of a problem to achieve
solutions for the whole. It is about AND thinking instead
of OR thinking.
Why
Generate unusual viewpoints. Find solutions that suit all, in
spite of multiple perspectives.
Result
List of solution ideas
28
30. 9. Serious play scenarios
Serious play scenarios is a technique for
finding concept ideas for the future user
experience by tinkering and role playing...
Why?
By ‘playing’ you’ll find ideas that you hadn’t thought of
because the technique encourages you to think from a
user’s standpoint and to go through all the steps.
Result
Scenarios (and processes)
30
32. 10. Activity model
32
A visual representation of your solution concepts. You
depict the touchpoint and the actors involved, and the
flows/activities between them.
Why?
To present the system solution to your client and
stakeholders to discuss or to validate them. You can also
make the drawing in a workshop together with the client
and stakeholders.
Result
Solution concepts
35. 11. Intervention map
35
The interventions map helps you see the
connections between the to be interventions, both
the designed as the non-designed ones.
Why?
Understand how the interventions are reinforcing
one another (both in same or opposite way) and to
adjust them accordingly if necessary.
Result
Verified system solution
37. 12. Transition by design
A transition roadmap is a tool to think about the
implementation of the new system concept to bring about
change. Set out design interventions in time and space.
Why?
When a new system is introduced within an existing system it
often fails because there is too much resistance to change.
The transition roadmap offers a strategy to deal with this by
working from the micro to the macro.
Result
Implementation briefing and strategy
37
39. The problem: child obesity
— Overweight versus obesity - diagnosis based
on BMI
— Obesity has doubled in children and
quadrupled in adolescents in the past 30 years
(U.S.)
— Health effects: short and long term
— Prevention?
— [video]
39
40. How to deal with the issue of child obesity?
Note: focus is on learning about the tools and
the toolkit! We will not solve the problem…
40
43. 4. Actants
43
A tool to model, summarize and communicate
your systemic user research, focussing on the
relationships between the different actors
Why?
Understand the quality of the relation between actors and identify the
variables that are influencing the relationship in a positive or negative
way.
Result
A list of variables to start off your system map
44. Actants, exercise
How
— Identify two main actors with a crucial
relationship concerning your issue
— Describe the activities between the
actants in the middle and qualify the
nature of the relationship with different
lines (see legend)
— Define the drives of each actant concerning his/her
engagement in the relationship. Then, identify what each actant
gives to and receives from the relationship
— Clarify external factors that have additional influence on this
relationship and its activities
44
46. 5. System map
46
A tool for visualising the system, its structure, the
interrelations between the elements/variables of the
system and the things that flow in the system.
Why?
You want to understand the system and to identify the variables
that have potential to change the system (leverage points)
Result
List of potential leverage points
47. System map, exercise
47
How
— Core activity: state the high-level
activity/activities between your primary actants
(A and B). Qualify what they exchange in a
qualitative and quantitative way
— Micro influencers
§ Variables: add variables that influence the core. Start
from the drives, gives and takes from your primary
actants
§ Relations: indicate how the drives, gives and takes
reinforce the core and each other (in the same (S) or
opposite (O) direction)
— Meso and macro influencers: add variables on
meso (community, organisation) and macro
(society) level
49. 7. Intervention strategy
49
A tool to help you to understand and explore how
(on which levels) you can intervene in the system,
using the levels of intervention (Donella H. Meadows)
Why?
A solution to a systemic problem should always be a
combination of interventions. This tool/template helps you
see the spectrum of possibilities in a workshop together
with your client and stakeholders
Result
Scope and list of possible intervention domains
51. Intervention strategy, exercise
How
— Answer the questions under each intervention
level category from the perspective of the
actors you are focussing on. Write the answers
on post-its
— Look at the result
§ Which are the most relevant interventions?
§ Which ones are feasible because you/your client has
the power and knowledge to intervene on this level
51
53. 8. Paradoxical ideation
The paradox card set is a tool for consciously bringing
together the paradoxical sides of a problem to achieve
solutions for the whole. It is about AND thinking instead
of OR thinking.
Why
Generate unusual viewpoints. Find solutions that suit all,
inspite of multiple perspectives.
Result
List of solution ideas
53
54. Paradoxical ideation, exercise
How
— From your system map, choose the most
important paradoxes. Select two paradox cards
and write the extremes of each paradox on the
axes on the poster
— Look at each quadrant separately and ideate
on solutions that address their paradox
extremes
(Try to generate as many ideas as possible)
— Combine into one solution – try not to
compromise
54