Over the last two decades, service design has steadily attracted adopters from both practitioner and academic realms. The diverse origins of these adopters pose challenges for the further advancement of the discipline. To address one of those challenges, an automated text analysis technique was used to identify discursive elements of service design practitioners’ narrative to address organizational change. The findings identified three basins of meaning in the discursive construction of service design practitioners: STORIES, TEAM, and IMPLEMENTING. It also identified a strong lack of consistency of service design discursive elements regarding implementation.
Clara Bidorini | The Missing Framework Between Startups and Corporations | KyvoService Design Network
Clara Bidorini, speaks at SDGC19. Clara Bidorini is a social entrepreneur and strategic designer. She coordinates Corporate Acceleration and Organizational Innovation Programs at Kyvo, and teaches Strategic and Business Design in Brazil.
Often misunderstood among entrepreneurs, Service Design has proved to be a relevant approach to help corporations and startups to craft solutions together and improve dialogues within their ecosystems. From blockchain to beauty market, the method has proved to be successful not only in leading startups to seek deeper validation of their hypotheses, but also in convincing corporations to pursue data oriented solutions, instead of the usual dogmas.
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/
Zachary Jean Paradis: Service Design & Product Management: Friends or Foes?Service Design Network
As every discipline evolves their practice, and gets better at creating value, contemporary organizations are being caught between potentially conflicting approaches. Service design, modern product management, and lean startup-like new offering innovation processes all purport to be a path to drive customer-centered, business-driving results! Yet, there seems to be little to zero understanding of how these fit together, or if they are in direct conflict. This presentation will propose a model to drive clarity in how potentially conflicting approaches are actually complementary, specifically in the context of business favored topic of the day–Digital Business Transformation.
Cork County Council delivers over 500 public services to a population of c. 416,000 citizens. The diverse and evolving needs of our citizens pose challenges for us as an organisation and to individual staff on the frontline of service delivery. In our experience, embarking on a process of organisational introspection alone is not enough. Reaching out to our customers and truly understanding their needs was the catalyst for holistic reform in how we design and deliver our services.
This talk charts the establishment and empowerment of a dedicated Service Design Centre in Cork County Council. It demonstrates how this, in turn, has led to an environment where innovation thrives and customer-focused, design-thinking is not only becoming the cultural norm; but is delivering meaningful and measurable results for our citizens.
The pecha-kucha style winner presentations on November 3 were a big hit with the audience, consisting of service design practitioners, enthusiasts and professionals, revealing key insights into the process, learnings, challenges and outcomes of 5 award-winning, world class service design projects. We look forward to sharing the footage of these best practice cases in the coming weeks and are proud to congratulate and showcase the 9 finalists and the 5 winners for their exceptional projects.
Members Event
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/
Clara Bidorini | The Missing Framework Between Startups and Corporations | KyvoService Design Network
Clara Bidorini, speaks at SDGC19. Clara Bidorini is a social entrepreneur and strategic designer. She coordinates Corporate Acceleration and Organizational Innovation Programs at Kyvo, and teaches Strategic and Business Design in Brazil.
Often misunderstood among entrepreneurs, Service Design has proved to be a relevant approach to help corporations and startups to craft solutions together and improve dialogues within their ecosystems. From blockchain to beauty market, the method has proved to be successful not only in leading startups to seek deeper validation of their hypotheses, but also in convincing corporations to pursue data oriented solutions, instead of the usual dogmas.
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/
Zachary Jean Paradis: Service Design & Product Management: Friends or Foes?Service Design Network
As every discipline evolves their practice, and gets better at creating value, contemporary organizations are being caught between potentially conflicting approaches. Service design, modern product management, and lean startup-like new offering innovation processes all purport to be a path to drive customer-centered, business-driving results! Yet, there seems to be little to zero understanding of how these fit together, or if they are in direct conflict. This presentation will propose a model to drive clarity in how potentially conflicting approaches are actually complementary, specifically in the context of business favored topic of the day–Digital Business Transformation.
Cork County Council delivers over 500 public services to a population of c. 416,000 citizens. The diverse and evolving needs of our citizens pose challenges for us as an organisation and to individual staff on the frontline of service delivery. In our experience, embarking on a process of organisational introspection alone is not enough. Reaching out to our customers and truly understanding their needs was the catalyst for holistic reform in how we design and deliver our services.
This talk charts the establishment and empowerment of a dedicated Service Design Centre in Cork County Council. It demonstrates how this, in turn, has led to an environment where innovation thrives and customer-focused, design-thinking is not only becoming the cultural norm; but is delivering meaningful and measurable results for our citizens.
The pecha-kucha style winner presentations on November 3 were a big hit with the audience, consisting of service design practitioners, enthusiasts and professionals, revealing key insights into the process, learnings, challenges and outcomes of 5 award-winning, world class service design projects. We look forward to sharing the footage of these best practice cases in the coming weeks and are proud to congratulate and showcase the 9 finalists and the 5 winners for their exceptional projects.
Members Event
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/
Companies are facing different challenges, from moving towards customer centricity to generating deep organizational change. Based on our experiences accompanying them in this process, we would like to expose the different aspects that make a company service-design friendly. With insights and testimonials, we want to give you a human perspective on what makes companies a fertile environment for user-centric innovation and how to be better catalysts of this transformation.
Watch the video of Naomi's webinar here: https://youtu.be/d3RcL1RlxyU
How to set up an impactful collaborative Organisation Design practice. Step by step.
Join us for the story of Odile the organisation designer at Intersection Railways. We follow Odile on her journey to co-design a multi-disciplinary Enterprise Design practice, and to develop a non-intrusive governance method for maximising design efficiency and effectiveness. In the process, Odile will have to surmount the challenge of aligning enterprise architects, UX-designers and organisation designers alike; not to mention gaining and holding executive support all along the way. Don't miss this presentation if you're curious about how Odile approached her mission, how she dealt with typical setbacks, and which tools and solution strategies she applied and to what effect.
the slides for the masterclass Design Thinking/ Service Design that DesignThinkers and Zilver organise. See also http://www.mastersofdesignthinking.com/
Slides from a webinar Milan Guenther gave October 2021.
A Service Designer's journey to delivering breakthrough experiences through impact on the enterprise
Severin is an ambitious and experienced designer. And when Intersection Railways called for a major overhaul of a part of their product and service portfolio, they set out for making an impact. Severin brought together all the stakeholders, they set an ambitious goal to significantly shift the customer’s experience, and with their team they researched, prototyped and mapped out a better future journey.
But then it fell apart. That reorganisation messed up the responsibilities. Many customer insights turned out to be just assumptions. The IT change was too hard, the regulations were too constraining. And their stakeholders were not that convinced after all. What just happened?
Design at scale is hard. In this session, Milan will show how Severin reengages his co-creators to tackle the true scope of the change required, including organisation, operations, and ecosystem partners. Using a set of recurring patterns and a set of maps, they open the conversation to the target Enterprise Design: what we can do, where to go next, and what to change to get there. And ultimately, how to deliver on their ambitious vision for a better service.
You will learn:
- How to reveal the links: map out how your enterprise pursues its purpose, the capabilities it relies on to deliver, and the experience outcomes it enables for customers and others
- Have the right conversations: how to create clarity when developing product strategy, business transformation or investment options, collaboratively and visually
- How to draw your enterprise on a napkin: learn how to establish a business geography to facilitate joint wayfinding between stakeholders
Florian Fischer & Anna Marchuk: Delivering a Service Design MindsetService Design Network
Service innovation is a lot about people. 1 year ago there was a new team without a shared vision, pile of unstructured features and many ideas - typical challenge of a large corporation. We want to share a story of solving it by changing mindset of the people and developing a service-design toolbox for going from ideas to implementation of digital mobility services at BMW. Our practical insights will show how to use service design methods to: align expectations of individuals and create teams that work towards a common vision; address the challenge of not starting from scratch by identifying ideas that are worth keeping; foster customer-centric mindset and focus on holistic experiences.
Watch the video: https://www.youtube.com/watch?v=AV_U3fJjNXE
Designers, architects and analysts habitually produce maps and visualizations. EDGY is designed to be a visual language to create mappings and visualisations as perspectives on an enterprise model. Instead of just producing more and more isolated artefacts, we create individual mappings as representations of an integrated semantic model. Here are a few questions you should ask when designing better enterprises:
- What is your enterprise all about? What is its story? Who are the people behind it? What is their motivation? This is the identity of the enterprise; what it stands for and the reason for its existence.
- What will you actually provide to people? What are offering? How is what you offer going to change people’s lives? This is the experience the enterprise aims to create for customers and others.
- What do you need to realise that? What are the parts that make it work? How are those parts related? What can you achieve with them? This is the architecture that holds the enterprise together.
In the past, these questions have been treated separately by specialist functions and disciplines, leading to incoherent, siloed, underperforming enterprises. Elements like a sound strategy, a well performing operating model, or a winning product design are simply impossible to get right if there is no coherence in the way people working to create the enterprise (its cocreators) answer these questions.
These universal facets of identity, experience and architecture apply to all enterprises: large companies, start-ups, public institutions, ... . They provide useful lenses to understand why an enterprise exists, what it is supposed to deliver to whom, and how all of this is supposed to work.
EDGY, a graphical language for collaborative enterprise design, is complementary to more specific visual languages such as ArchiMate or UML but covers a broader range of view angles needed to create better enterprises.
This deck focuses on how to break down a service system from its core processes to the digital and physical front stage. Borrowing approaches from six sigma can help us find actionable simplicity without assigning blame. This workshop is best for people that have worked within complex organizations and struggled to bridge silos of expertise.
Service design places users squarely at the centre of its practice, and fulfilling customer needs is the focus of organizations large and small. What happens though, to the people inside the organization, especially at times when efforts are mostly focused on efficiency, simplification and cost reduction? How do organizations change effectively, and organize their people and the work to support change that isn’t merely cosmetic and that results in tangible outcomes, both internal and external? Vision, willingness to depart from management models that are still firmly rooted in the industrial revolution era and understanding of that culture cannot be superimposed, but is the direct result of the conditions of the system in which it develops, are among the elements that contribute to the success of it.
According to recent research, companies that create and sustain a culture where employees thrive are three times more productive than those that do not. Research also suggests that staff turnover may cost a company as much as 50 to 400 per cent of an employee's annual salary (depending on skill level) in lost productivity and re-recruitment alone. As it turns out, that second company focused on employee experience - a key tool that helps companies deliver better engagement, performance and growth capabilities. In the past, operational principles whipped industrial organizations into shape to drive productivity. Currently, leaders are focusing on digitization to create competitive advantage. We believe that humanization, or a focus on people and reimagining how we want to work in the future, is the next frontier.
The question of how Service Design is different from other disciplines is the wrong way to look at the discipline. In this talk I highlight the core flexibilities required to practice Service Design and how service design extends the work of other practices like UX, CX, IxD, Content Strategy, and more.
This presentation was a webinar for the Global Service Design Network's annual #serviceDesignDay celebration. I believe that artificial intelligence and service design can benefit from working together. This presentation highlights some of the areas I think we can have the most significant impact.
To watch the recording go to https://youtu.be/BmLBo0eIN14.
UX STRAT USA 2019: Rina Tambo Jensen, Mozilla UX STRAT
This is a talk about how Mozilla, the open source browser company, through mixed research methods, defined a strategy for building open source communities at Mozilla. It will detail, how the team used data to prove the findings, coupled with ethnography to shine light on the why and how of those findings. The talk will do this by discussing the key insights and how these fueled recommendation and subsequent change in the organization. It will further outline the argument that the subsequent change achieved could only have been accomplished by a mixed method research approach.
Doing Co-design: What, why, with whom and howPenny Hagen
Talk presented by Penny Hagen and Natalie Rowland for UX Australia 2013 in Melbourne.
In co-design those impacted by the proposed design are actively involved as partners in the design process. Co-design is being used in government, community and health sectors to extend traditional consultation methods and increase program reach and impact. Co-design approaches are also being used by corporates to engage internal stakeholders and customers, identify new service opportunities and improve existing ones. But what is it, why do it and how?
When ‘doing’ co-design, the role of the designer becomes one of facilitator: enabling participation, designing the right triggers, questions and scaffolds in which meaningful and effective participation can occur. Getting this right can be challenging and raise a few interesting questions along the way.
In this presentation we will share our approach to co-design developed over the last eight years working with a range of organisations in Australia and New Zealand. The presentation will draw upon case studies such as the design of HIV testing services with Australian men, the design of service strategies and mental health programs with young people and mental health professionals and an organisational wide co-design training for program for librarians, aimed at preparing them to become co-designers themselves.
The presentation will cover the key principles and framework we apply in designing co-design workshops, favourite activities for involving and priming groups of people for productive participation as well as tips and considerations for doing co-design in dynamic, sensitive and political situations.
We will also explore questions raised by co-design such as:
How creative can ‘users’ be?
What level of influence do ‘users’ have?
What happens to the expertise of the ‘designer’?
How far can we/should we take it?
How do you know when you (or the organisation you are working with) are ready adopt a co-design approach?
Julie Guinn from Elseiver speaks at SDGC19 in Toronto.
For designers working in complex systems environments--healthcare, finance, government and education, to name a few--success depends as much on understanding and anticipating how users will interact with a design, as on how the design will interact with the environment in which it is deployed. Failure to diagnose and address underlying system dynamics can leave even the most promising and well-intentioned ideas struggling to gain adoption, or worse, facing outright rejection. This talk will introduce the basic elements of systems, their unique characteristics and behaviours, examples of how they manifest in organisations and industries and specific implications for the design process. Finally, we'll explore a set of highly accessible methods and frameworks designers can use to navigate everyday systems complexity.
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/
Design revolutions - A short history of designSnook
A presentation we've been giving regularly on why design thinking and service design exists. Now and through the ages of professionalised design to an open series of tools and methods for organisations to put people first.
Critical Success Factors Influencing SOA implementations in Healthcare Drkonk
To promote a debate on HIS integration, this paper reviews the literature, on Service Oriented Architecture (SOA).SOA has proved a useful integration paradigm in many sectors and recently by healthcare as well. SOA assures an environment of cooperating services where application services are interweaved within old and new applications. Nevertheless, SOA’s nature to extend beyond the technical infrastructure to organization and human elements requires further investigation. Some integration issues are unique for healthcare, where some are common issues that are faced by every domain. The aim of this research is to identify the Critical Success Factors (CSF) that affect SOA implementation in a healthcare perspective and provide useful insights of an emerging issue. In doing so, we extend the body of literature and evaluated our proposition through a case study in a large public healthcare organization.
Companies are facing different challenges, from moving towards customer centricity to generating deep organizational change. Based on our experiences accompanying them in this process, we would like to expose the different aspects that make a company service-design friendly. With insights and testimonials, we want to give you a human perspective on what makes companies a fertile environment for user-centric innovation and how to be better catalysts of this transformation.
Watch the video of Naomi's webinar here: https://youtu.be/d3RcL1RlxyU
How to set up an impactful collaborative Organisation Design practice. Step by step.
Join us for the story of Odile the organisation designer at Intersection Railways. We follow Odile on her journey to co-design a multi-disciplinary Enterprise Design practice, and to develop a non-intrusive governance method for maximising design efficiency and effectiveness. In the process, Odile will have to surmount the challenge of aligning enterprise architects, UX-designers and organisation designers alike; not to mention gaining and holding executive support all along the way. Don't miss this presentation if you're curious about how Odile approached her mission, how she dealt with typical setbacks, and which tools and solution strategies she applied and to what effect.
the slides for the masterclass Design Thinking/ Service Design that DesignThinkers and Zilver organise. See also http://www.mastersofdesignthinking.com/
Slides from a webinar Milan Guenther gave October 2021.
A Service Designer's journey to delivering breakthrough experiences through impact on the enterprise
Severin is an ambitious and experienced designer. And when Intersection Railways called for a major overhaul of a part of their product and service portfolio, they set out for making an impact. Severin brought together all the stakeholders, they set an ambitious goal to significantly shift the customer’s experience, and with their team they researched, prototyped and mapped out a better future journey.
But then it fell apart. That reorganisation messed up the responsibilities. Many customer insights turned out to be just assumptions. The IT change was too hard, the regulations were too constraining. And their stakeholders were not that convinced after all. What just happened?
Design at scale is hard. In this session, Milan will show how Severin reengages his co-creators to tackle the true scope of the change required, including organisation, operations, and ecosystem partners. Using a set of recurring patterns and a set of maps, they open the conversation to the target Enterprise Design: what we can do, where to go next, and what to change to get there. And ultimately, how to deliver on their ambitious vision for a better service.
You will learn:
- How to reveal the links: map out how your enterprise pursues its purpose, the capabilities it relies on to deliver, and the experience outcomes it enables for customers and others
- Have the right conversations: how to create clarity when developing product strategy, business transformation or investment options, collaboratively and visually
- How to draw your enterprise on a napkin: learn how to establish a business geography to facilitate joint wayfinding between stakeholders
Florian Fischer & Anna Marchuk: Delivering a Service Design MindsetService Design Network
Service innovation is a lot about people. 1 year ago there was a new team without a shared vision, pile of unstructured features and many ideas - typical challenge of a large corporation. We want to share a story of solving it by changing mindset of the people and developing a service-design toolbox for going from ideas to implementation of digital mobility services at BMW. Our practical insights will show how to use service design methods to: align expectations of individuals and create teams that work towards a common vision; address the challenge of not starting from scratch by identifying ideas that are worth keeping; foster customer-centric mindset and focus on holistic experiences.
Watch the video: https://www.youtube.com/watch?v=AV_U3fJjNXE
Designers, architects and analysts habitually produce maps and visualizations. EDGY is designed to be a visual language to create mappings and visualisations as perspectives on an enterprise model. Instead of just producing more and more isolated artefacts, we create individual mappings as representations of an integrated semantic model. Here are a few questions you should ask when designing better enterprises:
- What is your enterprise all about? What is its story? Who are the people behind it? What is their motivation? This is the identity of the enterprise; what it stands for and the reason for its existence.
- What will you actually provide to people? What are offering? How is what you offer going to change people’s lives? This is the experience the enterprise aims to create for customers and others.
- What do you need to realise that? What are the parts that make it work? How are those parts related? What can you achieve with them? This is the architecture that holds the enterprise together.
In the past, these questions have been treated separately by specialist functions and disciplines, leading to incoherent, siloed, underperforming enterprises. Elements like a sound strategy, a well performing operating model, or a winning product design are simply impossible to get right if there is no coherence in the way people working to create the enterprise (its cocreators) answer these questions.
These universal facets of identity, experience and architecture apply to all enterprises: large companies, start-ups, public institutions, ... . They provide useful lenses to understand why an enterprise exists, what it is supposed to deliver to whom, and how all of this is supposed to work.
EDGY, a graphical language for collaborative enterprise design, is complementary to more specific visual languages such as ArchiMate or UML but covers a broader range of view angles needed to create better enterprises.
This deck focuses on how to break down a service system from its core processes to the digital and physical front stage. Borrowing approaches from six sigma can help us find actionable simplicity without assigning blame. This workshop is best for people that have worked within complex organizations and struggled to bridge silos of expertise.
Service design places users squarely at the centre of its practice, and fulfilling customer needs is the focus of organizations large and small. What happens though, to the people inside the organization, especially at times when efforts are mostly focused on efficiency, simplification and cost reduction? How do organizations change effectively, and organize their people and the work to support change that isn’t merely cosmetic and that results in tangible outcomes, both internal and external? Vision, willingness to depart from management models that are still firmly rooted in the industrial revolution era and understanding of that culture cannot be superimposed, but is the direct result of the conditions of the system in which it develops, are among the elements that contribute to the success of it.
According to recent research, companies that create and sustain a culture where employees thrive are three times more productive than those that do not. Research also suggests that staff turnover may cost a company as much as 50 to 400 per cent of an employee's annual salary (depending on skill level) in lost productivity and re-recruitment alone. As it turns out, that second company focused on employee experience - a key tool that helps companies deliver better engagement, performance and growth capabilities. In the past, operational principles whipped industrial organizations into shape to drive productivity. Currently, leaders are focusing on digitization to create competitive advantage. We believe that humanization, or a focus on people and reimagining how we want to work in the future, is the next frontier.
The question of how Service Design is different from other disciplines is the wrong way to look at the discipline. In this talk I highlight the core flexibilities required to practice Service Design and how service design extends the work of other practices like UX, CX, IxD, Content Strategy, and more.
This presentation was a webinar for the Global Service Design Network's annual #serviceDesignDay celebration. I believe that artificial intelligence and service design can benefit from working together. This presentation highlights some of the areas I think we can have the most significant impact.
To watch the recording go to https://youtu.be/BmLBo0eIN14.
UX STRAT USA 2019: Rina Tambo Jensen, Mozilla UX STRAT
This is a talk about how Mozilla, the open source browser company, through mixed research methods, defined a strategy for building open source communities at Mozilla. It will detail, how the team used data to prove the findings, coupled with ethnography to shine light on the why and how of those findings. The talk will do this by discussing the key insights and how these fueled recommendation and subsequent change in the organization. It will further outline the argument that the subsequent change achieved could only have been accomplished by a mixed method research approach.
Doing Co-design: What, why, with whom and howPenny Hagen
Talk presented by Penny Hagen and Natalie Rowland for UX Australia 2013 in Melbourne.
In co-design those impacted by the proposed design are actively involved as partners in the design process. Co-design is being used in government, community and health sectors to extend traditional consultation methods and increase program reach and impact. Co-design approaches are also being used by corporates to engage internal stakeholders and customers, identify new service opportunities and improve existing ones. But what is it, why do it and how?
When ‘doing’ co-design, the role of the designer becomes one of facilitator: enabling participation, designing the right triggers, questions and scaffolds in which meaningful and effective participation can occur. Getting this right can be challenging and raise a few interesting questions along the way.
In this presentation we will share our approach to co-design developed over the last eight years working with a range of organisations in Australia and New Zealand. The presentation will draw upon case studies such as the design of HIV testing services with Australian men, the design of service strategies and mental health programs with young people and mental health professionals and an organisational wide co-design training for program for librarians, aimed at preparing them to become co-designers themselves.
The presentation will cover the key principles and framework we apply in designing co-design workshops, favourite activities for involving and priming groups of people for productive participation as well as tips and considerations for doing co-design in dynamic, sensitive and political situations.
We will also explore questions raised by co-design such as:
How creative can ‘users’ be?
What level of influence do ‘users’ have?
What happens to the expertise of the ‘designer’?
How far can we/should we take it?
How do you know when you (or the organisation you are working with) are ready adopt a co-design approach?
Julie Guinn from Elseiver speaks at SDGC19 in Toronto.
For designers working in complex systems environments--healthcare, finance, government and education, to name a few--success depends as much on understanding and anticipating how users will interact with a design, as on how the design will interact with the environment in which it is deployed. Failure to diagnose and address underlying system dynamics can leave even the most promising and well-intentioned ideas struggling to gain adoption, or worse, facing outright rejection. This talk will introduce the basic elements of systems, their unique characteristics and behaviours, examples of how they manifest in organisations and industries and specific implications for the design process. Finally, we'll explore a set of highly accessible methods and frameworks designers can use to navigate everyday systems complexity.
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/
Design revolutions - A short history of designSnook
A presentation we've been giving regularly on why design thinking and service design exists. Now and through the ages of professionalised design to an open series of tools and methods for organisations to put people first.
Critical Success Factors Influencing SOA implementations in Healthcare Drkonk
To promote a debate on HIS integration, this paper reviews the literature, on Service Oriented Architecture (SOA).SOA has proved a useful integration paradigm in many sectors and recently by healthcare as well. SOA assures an environment of cooperating services where application services are interweaved within old and new applications. Nevertheless, SOA’s nature to extend beyond the technical infrastructure to organization and human elements requires further investigation. Some integration issues are unique for healthcare, where some are common issues that are faced by every domain. The aim of this research is to identify the Critical Success Factors (CSF) that affect SOA implementation in a healthcare perspective and provide useful insights of an emerging issue. In doing so, we extend the body of literature and evaluated our proposition through a case study in a large public healthcare organization.
An annotated slide deck from a webinar hosted by Stilo International and conducted on June 24, 2014.
The talk introduces tactics for moving a content solution project forward quickly while also attending to essential details.
Presenting this set of slides with name - Project Management Kickoff Meeting Template Powerpoint Presentation Slides. This presentation comprises a total of 23 slides. Our team of PPT designers used the best of professional PowerPoint templates, images, icons and layouts. Also included are impressive, editable data visualization tools like charts, graphs and tables. When you download this presentation by clicking the Download button, you get the presentation in both standard and widescreen format. All slides are fully customizable. Change the colors, font, size, add and remove things as per your need and present before your audience.
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Asset finance system project initiation 101. “Selecting and implementing a new asset finance system? In the second of three articles, we go back to basics to take a look at what you need to consider at the start of your project to give yourself the best chance of success.” This has necessarily been a brief look at Project Initiation. We welcome comments and would be happy to help you get your project off to a good start.
Virtual sdgc20 | oct 22 23, 2020 | washington dc chapter spotlightService Design Network
Chapter Spotlight | Map Your Own Monuments
Washington, D.C. is known for its intentionally designed monuments, museums, and National Mall. How might we commemorate the notable moments, spaces, and histories of your life during COVID? We will lead a hand-drawn map-making exercise where people sketch out their quarantine world and what things and spaces give the marker to memory. Is it the teetering pile of growing containers from food delivery? The dusting graveyard of work shoes in your closet? The curated backdrop for your Zoom calls? We will encourage people to let loose and will suggest visual cues to produce a paper map of the moments and objects that make up our pandemic existence.
Talk | Full Stack Service Designers: Why Designers Don’t Equal a User Centered Organisation
Everyone of us designs on a daily basis. Our everyday micro decisions add up to the overall experience our users have. Whether it’s how you finance the products, what your outcome measurements are to what your staff deliver on the ground, we all impact the user experience.
It’s easy to believe that the size of your team and design system is a measure of how much your organisation has invested in design. But when you look beyond the invisible boundaries of your team and platforms, does everyone in the business really have a literacy of what good products and services look like?
Workshop | Planet Centric Impact Mapping
As designers, we are part of creating or redesigning products and services for real people, that will experience them. Even if we don´t think about it, each decision we make will affect someone, and too often we have a narrow perspective on who that someone is. In this workshop, you will learn more about the unintended consequences of design, and who it is important to reflect on the unintended consequences of design for people, society and the planet. So, how do we become more aware of the potential and the power within each decision?
Using a real project case, and split into groups, Idun Aune and Emily Lin will introduce some concrete tools on how to investigate the impact, positive or negative, of your concept. They will then teach you how to build impact strategies to address these impacts; either to reduce negative ones or enhance positive ones.
By the end of the workshop, you will be more aware of, and equipped to take responsibility for what you create, and control how you use design.
Virtual SDGC20 Workshop | Oct 23, 2020 | Dungeons and designers play baseService Design Network
Workshop | Dungeons and (Service) Designers: Play-Based Worldbuilding With Research
PlayBase is a game/workshop format that allows participants to speculate on possible situations and take on different skillsets to problem-solve as a team. In this workshop Kokaew Wongpichet and Molly Oberholtzer are taking participants through the session from characters creation, game session and reflections on design application.
Workshop | Control Wars: A Participatory Worldbuilding Game
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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/
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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/
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Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
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Mauricio Manhães: Three Overarching Perspectives for Service Design
1. Three Overarching Perspectives for
Service Design
Mauricio Manhaes, Ph.D.
mmanhaes@scad.edu.
Savannah College of Art and Design
Savannah, GA, United States.
1
3. Three Overarching Perspectives for Service Design
Constructing an Approach
• Study to investigate the characteristics of a service design
discourse
• Fall 2016 - Present
• Four phases and counting:
• Phase 1 – Service Design Approach
• Phase 2 – Topics from Automated Text Analysis
• Phase 3 – Proto-discourse about Service Design
• Phase 4 – Proposing Three Overarching Perspectives
3
5. Three Overarching Perspectives for Service Design
Phase 1 – Service Design Approach
• Fall Quarter of 2016
• Research:
• How service design
practitioners describe their
approach to complex projects
(Basore, Dhawan, Dong,
Moore, & Sin, 2017).
• Organizational Change
5
6. Three Overarching Perspectives for Service Design
Phase 1 – Organizational Change Managers
# Manager Location Company Position
1 MGR1 HK Consultancy Convenor
2 MGR2 USA Industry Design Practices Director
3 MGR3 USA Industry Global VP, User Experience & Design
4 MGR4 UK Consultancy Senior Executive Coach & Trainer
5 MGR5 USA Industry Human-Centered Innovation Leader
6 MGR6 USA Consultancy Organizational & Program Development
7 MGR7 USA Consultancy Innovation Manager
8 MGR8 USA Consultancy Design Transformation Lead
9 MGR9 Brazil Consultancy Founder and Service Designer
10 MGR10 USA Consultancy Talent & Culture Manager
11 MGR11 USA Industry HR Business Partner
7. Three Overarching Perspectives for Service Design
Phase 1 – Service Design Practitioners
# Respondent Scenarios Location Company Position
1 R4/S1 S1 USA Consultancy Experience Design Lead
2 R5/S1 S1 USA Consultancy Senior Art Director
3 R7/S1 S1 Canada University Organizational Psychologist in Training
4 R2/S2 S2 UK Company Senior Consultant and Design Director
5 R4/S2 S2 USA Consultancy Founder and Service Design Consultant
6 R5/S2 S2 USA Company Experience Designer
7 R1/S3 S3 USA Company Design Director
8 R2/S3 S3 USA Consultancy Lead Service Designer
9 R3/S3 S3 Germany Company Founder, Service Design Consultant and Author
10 R1/S4 S4 USA Company Service Designer
11 R2/S4 S4 China Consultancy Innovation Consultant
12 R2/S5 S5 Hong Kong Consultancy Senior Design Research Consultant
13 R5/S5 S5 Germany Independent
consultant
User Driven Innovation, Research and Strategy
Consultant
12. Three Overarching Perspectives for Service Design
Phase 1 - Touchpoint 8-3
Organisational change is currently an
intriguing topic in the field of service
design. Effective change efforts help
drive innovation and promote other
positive cultural practices within
organisations.
However, dealing with cultural
change within an organisation is a
complex endeavour. As we all know,
organisations vary in size, hierarchal
structures, mission, values and other
factors.
These all present a number of
challenges when trying to implement
cultural change. While there are
similarities in approaches, there is
not one standard way to tackle these
issues.
12
15. Three Overarching Perspectives for Service Design
Topic 1: Word Cloud
15
STORIES
SERVICE
PROJECTSMAPS
IMPACT
PHASE WORK
INTERNAL
PROTOTYPES
INNOVATION
JOURNEY
MAPPING
METHODS
DESIGN
WORKING
18. Three Overarching Perspectives for Service Design
Service Design 3OPs: nothing new…
• State A: Now
• State B: Preferred Future
• Bridge: Implement
(Simon, 1968)
18
Topic 1
Stories/Service
Topic 2
Team/Data
Topic 3
Implementing/Co-create
“A new logical structure of the design
process is:
1 Instead of a problem, we have: state A of a
system;
2 Instead of a solution, we have: state B of
the system; and
3 The designer and the user are part of the
system (stakeholders).”
(Findeli, 2001)
19. Three Overarching Perspectives for Service Design
Phase 2 – Topics with Different Consistencies
No Keywords Eigenvalue % Var Freq. Cases % Cases
1 STORIES; SERVICE; PROJECTS; MAPS;
IMPACT; PHASE; WORK; INTERNAL;
PROTOTYPES; INNOVATION; JOURNEY;
MAPPING; METHODS; DESIGN;
WORKING
8.41 16.97 62 5 100.00%
2 TEAM; DATA; INTERVENTION;
IMPORTANT; ORGANIZATION;
EMPLOYEES; CULTURE; WORKING;
CHANGE; BUY-IN; MANAGEMENT;
PROJECTS
3.69 15.33 59 5 100.00%
3 IMPLEMENTING; CO-CREATE; PEOPLE;
BUY-IN; UPPER; MANAGEMENT;
PROTOTYPES
2.79 10.27 29 4 80.00%
15 words
12 words
7 words
Table 2 – Topics Extraction from 9 Respondents of Phase 1
19
20. Three Overarching Perspectives for Service Design
Phase 2 – Topics with Different Consistencies
No Keywords Eigenvalue % Var Freq. Cases % Cases
1 STORIES; SERVICE; PROJECTS; MAPS;
IMPACT; PHASE; WORK; INTERNAL;
PROTOTYPES; INNOVATION; JOURNEY;
MAPPING; METHODS; DESIGN;
WORKING
8.41 16.97 62 5 100.00%
2 TEAM; DATA; INTERVENTION;
IMPORTANT; ORGANIZATION;
EMPLOYEES; CULTURE; WORKING;
CHANGE; BUY-IN; MANAGEMENT;
PROJECTS
3.69 15.33 59 5 100.00%
3 IMPLEMENTING; CO-CREATE; PEOPLE;
BUY-IN; UPPER; MANAGEMENT;
PROTOTYPES
2.79 10.27 29 4 80.00%
15 words
12 words
7 words
Table 2 – Topics Extraction from 9 Respondents of Phase 1
20
21. Three Overarching Perspectives for Service Design
Phase 2 – Excerpts of Topics
• Topic 1 - ‘STORIES’:
• Q6 – R2 / S2: “Opportunity STORIES, […]. User STORIES (Epic, Themes and STORIES) […].”
• Q7 – R3 / S3: “Keep on communicating both success as well as failure STORIES.”
• Topic 2 - ‘TEAM’:
• Q7 – R7 / S1: “After the large group intervention, the TEAM would meet to consider next steps.”
• Q7 – R3 / S3: “Create a formal internal TEAM (or council) or service design experts […].”
• Topic 3 - ‘IMPLEMENTING’:
• Q5 – R7 / S1: “Collect this qualitative data from customers and employees to get a pulse on the
overall buy-in of the organization on a potential change initiative before IMPLEMENTING
anything.”
• Q7 – R1 / S1: “[…] absolutely has to be co-create with the people that will be IMPLEMENTING
changes […].”
21
22. Three Overarching Perspectives for Service Design
Phase 2 - SERVDES 2018
• ABSTRACT: Over the last two decades, service design
has steadily attracted adopters from both practitioner
and academic realms. The diverse origins of these
adopters pose challenges for the further advancement
of the discipline. To address one of those challenges,
this text investigates the use of an automated text
analysis technique to explore the possibility to identify
discursive elements of service design practitioners’
narrative to address organizational change. The author
presents results of an automated text analysis of
textual responses to a survey that reveal the main
topics associated with 9 service design practitioners’
approaches to 5 different scenarios. These findings
identify three basins of meaning in the discursive
construction of the survey respondents: STORIES,
TEAM, and IMPLEMENTING. It also shed light on a
possible framework for apprehending the social reality
of service design practices through discursive elements.
24. Three Overarching Perspectives for Service Design
Phase 3 – Proto-discourse about Service Design
• Understand the Topics from the automated text analysis
• Analyse Topics under the results of the previous phases
• Relate Topics to the available literature
24
25. Three Overarching Perspectives for Service Design
Phase 3 – Proto-discourse for STORIES
Topic 1: Stories (Excerpt)
• The analysis and synthesis of Topic 1:
• STORIES; SERVICE; PROJECTS; MAPS; IMPACT; PHASE; WORK;
INTERNAL; PROTOTYPES; INNOVATION; JOURNEY; MAPPING;
METHODS; DESIGN; WORKING;
• […] DESIGN of innovative SERVICE propositions demands
crafting and telling the right kind of practical and
emancipatory STORIES (Alvesson & Karreman, 2000;
Feldman & Sköldberg, 2004) to the right audiences at the
right PHASE. […]
25
26. Three Overarching Perspectives for Service Design
Phase 3 – Proto-discourse for TEAM
Topic 2: Team (Excerpt)
• The analysis and synthesis of Topic 2:
• TEAM; DATA; INTERVENTION; IMPORTANT; ORGANIZATION;
EMPLOYEES; CULTURE; WORKING; CHANGE; BUY-IN; MANAGEMENT;
PROJECTS;
• […] in which an organisation “lives” by analysing its relationships
with current and prospective stakeholders (ORGANIZATION;
CULTURE), as well as the nature and the role of said stakeholders
(EMPLOYEES; TEAM; MANAGEMENT). To understand
stakeholders’ contexts most IMPORTANT (prioritizing) aspects,
service design relies on producing valid DATA. […]
26
27. Three Overarching Perspectives for Service Design
Phase 3 – Proto-discourse for IMPLEMENTING
Topic 3: Implementing (Excerpt)
• The analysis and synthesis of Topic 3:
• IMPLEMENTING; CO-CREATE; PEOPLE; BUY-IN; UPPER;
MANAGEMENT; PROTOTYPES
• […] influence and contribute to IMPLEMENTING
organizational change. In order to do that, service design
efforts should CO-CREATE an understanding in middle and
lower MANAGEMENT, and then obtain UPPER
MANAGEMENT BUY-IN-in […]
27
28. Three Overarching Perspectives for Service Design
Phase 3 and 4
SERVSIG 2018
• Opportunities for Services in
a Challenging World
• Paris, June 14-16, 2018
28
30. Three Overarching Perspectives for Service Design
Phase 4 - Constructing a Discourse
1. Understanding Stakeholders Contexts (Topic 2: Team/Data)
With training in qualitative and quantitative research methodology and tools, coupled with
advanced design and co-creation skills, a SD is able to develop and communicate a holistic yet
detailed analysis of the various factors that impact the relationship of an organization with current
and prospective stakeholders;
2. Understanding Innovation Dynamics (Topic 1: Stories/Service)
Having a deep understanding of service and of the complexities involved in its lifecycles (which may
include a solid knowledge about the Service-Dominant Logic), a SD is able to identify and
communicate strategic opportunities and to ideate and design innovative propositions with the
power to disrupt, thus propelling institutions into preferred futures;
3. Understanding Institutional Transitions (Topic 3: Implementing/Co-create)
Possessing a broad socio-historic perspective on the economic landscape, a SD is able to develop
and communicate a constantly updated understanding of macro and micro-trends that may
contribute to effectively encourage and manage institutional transitions into the future.
30
31. Three Overarching Perspectives for Service Design
Phase 4 - Reviewers of Prototype Discourse
# Reviewer Location Company Position
1 REV1 USA Consultancy Executive Director
2 REV2 Germany Company Founder
3 REV3 USA University Director Graduate Program
4 REV4 USA University Associate Chair
31
32. Three Overarching Perspectives for Service Design
Phase 4 – Journal’s Editorial Board
# Ed. Board Location Company Position
1 EDT1 Netherlands Consultancy Principal Service Designer
2 EDT2 Denmark Company Senior R&D User Research Lead
3 EDT3 Finland Company First Vice President
4 EDT4 UK Consultancy Design Team Lead
5 EDT5 UK Consultancy Communication Designer
6 EDT6 Germany NGO Founder and President
32
33. Three Overarching Perspectives for Service Design
Phase 4 - Touchpoint 9-1
“From a critical standpoint, it was preferred to
designate overarching perspectives rather than
specific human characteristics or practices, so
that these three conceptual spaces can be
applied by all sorts of companies and individuals,
freeing them from defining specific tools,
practices, personalities, professional skills and
capabilities.”
33
41. Three Overarching Perspectives for Service Design
Hiring a Service Designer…
Why? What?
Understanding
Stakeholders
Contexts
With training in qualitative and quantitative research
methodology and tools, coupled with advanced
design and co-creation skills, a SD is able to develop
and communicate a holistic yet detailed analysis of
the various factors that impact the relationship of an
organization with current and prospective
stakeholders.
Assess the candidate on his/her:
(a) qualitative and quantitative research skills on human-centered
design (including workshop facilitation) and business-related
aspects affecting an organization,
(b) ability to locate, acquire and analyze data, and provide a context
related interpretation through specific methods and tools, and
(c) competence in visualizing and communicating effectively and
meaningfully the results of research.
Understanding
Innovation
Dynamics
Having a deep understanding of service and of the
complexities involved in its lifecycles (which may
include a solid knowledge about the Service-
Dominant Logic), a SD is able to identify and
communicate strategic opportunities and to ideate
and design innovative propositions with the power to
disrupt , thus propelling institutions into preferred
futures.
Assess the candidate on his/her:
(a) understanding of the organization’s offerings (goods and
services), production and delivery system in context,
(b) ability to identify strategic opportunities and how to leverage
them, and
(c) proficiency in designing propositions that both differentiate and
propel the organization’s offerings towards innovation.
Understanding
Institutional
Transition
Possessing a broad socio-historic perspective on the
economic landscape, a SD is able to develop and
communicate a constantly updated understanding of
macro and micro-trends that may contribute to
effectively encourage and manage institutional
transitions into the future.
Assess the candidate on his/her:
(a) socio-historic and economic understanding of social contexts,
(b) ability to identify and screen the relevant trends attending to
different criteria and goals, and
(c) empathy and collaboration skills that can facilitate both internal
and external organizational transition.
41
43. Three Overarching Perspectives for Service Design
Service Design 3OPs: a critical thinking perspective
• State A: Now
• State B: Preferred Future
• Bridge: Implement
(Simon, 1968)
43
Topic 1
Stories/Service
Topic 2
Team/Data
Topic 3
Implementing/Co-create
“A new logical structure of the design
process is:
1 Instead of a problem, we have: state A of a
system;
2 Instead of a solution, we have: state B of
the system; and
3 The designer and the user are part of the
system (stakeholders).”
(Findeli, 2001)
44. Three Overarching Perspectives for Service Design
Literature
• Karpen, I. O., Gemser, G., & Calabretta, G.
(2017). A multilevel consideration of service
design conditions: Towards a portfolio of
organisational capabilities, interactive
practices and individual abilities. Journal of
Service Theory and Practice, 27(2), 384–407.
https://doi.org/10.1108/JSTP-05-2015-0121
• Akaka, M. A., Vargo, S. L., & Wieland, H. (2017).
Extending the Context of Innovation: The Co-
creation and Institutionalization of Technology
and Markets. http://doi.org/10.1007/978-3-
319-43380-6_3
• Vargo, S. L., & Lusch, R. F. (2015). Institutions
and Axioms: An Extension and Update of
Service-Dominant Logic. Journal of the
Academy of Marketing Science, 44(1), 5–23.
http://doi.org/10.1007/s11747-015-0456-3
• Findeli, A. (2001). Rethinking Design Education
for the 21st Century: Theoretical,
Methodological, and Ethical Discussion. Design
Issues, 17(1), 5–17.
45. Three Overarching Perspectives for Service Design
A multilevel consideration of service design conditions.
(Karpen, Gemser, & Calabretta, 2017).
45
46. Three Overarching Perspectives for Service Design
Uncertainty
Understanding
Stakeholders Context
Understanding
Innovation Dynamics
Understanding
Institutional Transitions
Prototyping
Experiments
Tests
Pilots
Higher
Lower
Critical Thinking Path
49. Three Overarching Perspectives for Service Design
Service Design as a Discoursive System
Common
Discourse
“From a critical standpoint, […] freeing
them from defining specific tools,
practices, personalities, professional
skills and capabilities.”
50.
51. Three Overarching Perspectives for Service Design
@mcmanhaes - mmanhaes@scad.edu - mauricio.manhaes@liveworkstudio.com.br
51
Thanks!
Reflections?
Questions?
Editor's Notes
The path constructed during the present study to investigate the characteristics of a service design discourse is divided into three phases, and used a multitude of methods as a triangulation strategy, “not in order to zoom in the truth through different methods, but in order to create a richer picture” (Alvesson, 2003, p. 172).
As a retrospective perception of this study’s path, it seems acceptable to categorize it as a reflexive methodology research (Alvesson & Sköldberg, 2009). More precisely, it could be defined as self-ethnography, as it implies a mindset to some extent in opposition to a more technocratic-bureaucratic approach in which procedures, rules and techniques define and legitimize the scientific project (Alvesson, 2003, p. 190).
This methodology focus on the researcher’s intention to understand “what goes around” himself by “breaking out” from a particular framework to create knowledge “through trying to interpret the acts, words and materia” (Alvesson, 2003, p. 176) used by himself and his fellow service design practitioners. And, to do so, it was employed a “variety of different ways of creating and doing something with the empirical material: from a planned- systematic kind of “data collection” to an emergent-spontaneous approach” (Alvesson, 2003, p. 181), as it is described in the following pages.
The first phase was based on the results of a research on how service design practitioners describe their approach to complex projects (Basore, Dhawan, Dong, Moore, & Sin, 2017). This phase can be defined as “emergent-spontaneous” (Alvesson, 2003) and/or “opportunistic” (Riemer, 1977). As an insider, the researcher took advantage of familiar situations or convenient events that are known rather than known about (Riemer, 1977).
The second consisted of clustering (Koller, 2005) the data and results obtained by the aforementioned research in order to investigate the possibilities of using an automated text analysis technique to identifying discursive patterns. This was done in order to reduce the possible effects “of being too close, and thereby, not attaining the distance and objectivity deemed to be necessary for valid research” (Brannick & Coghlan, 2007, p. 60). Although this study is based on the understanding “that there is no objective or single knowable external reality and that the researcher is an integral part of the research process, not separate from it” (Brannick & Coghlan, 2007, p. 63), the automated text analysis was used as an attempt to instil notions of “reliability, validity, and accurate measurement before research outcomes can contribute to knowledge” (Brannick & Coghlan, 2007, p. 63).
The second consisted of clustering (Koller, 2005) the data and results obtained by the aforementioned research in order to investigate the possibilities of using an automated text analysis technique to identifying discursive patterns. This was done in order to reduce the possible effects “of being too close, and thereby, not attaining the distance and objectivity deemed to be necessary for valid research” (Brannick & Coghlan, 2007, p. 60). Although this study is based on the understanding “that there is no objective or single knowable external reality and that the researcher is an integral part of the research process, not separate from it” (Brannick & Coghlan, 2007, p. 63), the automated text analysis was used as an attempt to instil notions of “reliability, validity, and accurate measurement before research outcomes can contribute to knowledge” (Brannick & Coghlan, 2007, p. 63).
Findeli, A. (2001). for the 21st Century: Theoretical, Methodological, and Ethical Discussion. Design Issues, 17(1), 5–17.
The second consisted of clustering (Koller, 2005) the data and results obtained by the aforementioned research in order to investigate the possibilities of using an automated text analysis technique to identifying discursive patterns. This was done in order to reduce the possible effects “of being too close, and thereby, not attaining the distance and objectivity deemed to be necessary for valid research” (Brannick & Coghlan, 2007, p. 60). Although this study is based on the understanding “that there is no objective or single knowable external reality and that the researcher is an integral part of the research process, not separate from it” (Brannick & Coghlan, 2007, p. 63), the automated text analysis was used as an attempt to instil notions of “reliability, validity, and accurate measurement before research outcomes can contribute to knowledge” (Brannick & Coghlan, 2007, p. 63).
The second consisted of clustering (Koller, 2005) the data and results obtained by the aforementioned research in order to investigate the possibilities of using an automated text analysis technique to identifying discursive patterns. This was done in order to reduce the possible effects “of being too close, and thereby, not attaining the distance and objectivity deemed to be necessary for valid research” (Brannick & Coghlan, 2007, p. 60). Although this study is based on the understanding “that there is no objective or single knowable external reality and that the researcher is an integral part of the research process, not separate from it” (Brannick & Coghlan, 2007, p. 63), the automated text analysis was used as an attempt to instil notions of “reliability, validity, and accurate measurement before research outcomes can contribute to knowledge” (Brannick & Coghlan, 2007, p. 63).
As a third phase, the focus was on proposing a proto-discourse about service design by analysing and synthesizing the results of the previous phases and relate them to the available literature and the author understandings about service design. This phase is structured on the understanding that the greater interest of “the empirical material is what the researcher-author may do with it” (Alvesson, 2003, p. 183). The results of previous phases were worked in different “ratios” in terms of the intrinsic/instrumental value to produce and inspire interpretations aimed to be informative and revealing for the production of a more abstract and conceptual contribution to the service design community (Alvesson, 2003).
As a third phase, the focus was on proposing a proto-discourse about service design by analysing and synthesizing the results of the previous phases and relate them to the available literature and the author understandings about service design. This phase is structured on the understanding that the greater interest of “the empirical material is what the researcher-author may do with it” (Alvesson, 2003, p. 183). The results of previous phases were worked in different “ratios” in terms of the intrinsic/instrumental value to produce and inspire interpretations aimed to be informative and revealing for the production of a more abstract and conceptual contribution to the service design community (Alvesson, 2003).
As a third phase, the focus was on proposing a proto-discourse about service design by analysing and synthesizing the results of the previous phases and relate them to the available literature and the author understandings about service design. This phase is structured on the understanding that the greater interest of “the empirical material is what the researcher-author may do with it” (Alvesson, 2003, p. 183). The results of previous phases were worked in different “ratios” in terms of the intrinsic/instrumental value to produce and inspire interpretations aimed to be informative and revealing for the production of a more abstract and conceptual contribution to the service design community (Alvesson, 2003).
As a third phase, the focus was on proposing a proto-discourse about service design by analysing and synthesizing the results of the previous phases and relate them to the available literature and the author understandings about service design. This phase is structured on the understanding that the greater interest of “the empirical material is what the researcher-author may do with it” (Alvesson, 2003, p. 183). The results of previous phases were worked in different “ratios” in terms of the intrinsic/instrumental value to produce and inspire interpretations aimed to be informative and revealing for the production of a more abstract and conceptual contribution to the service design community (Alvesson, 2003).
Findeli, A. (2001). for the 21st Century: Theoretical, Methodological, and Ethical Discussion. Design Issues, 17(1), 5–17.