Better lives. Stronger society / Joeri van der SteenhovenMindLab
Governments face increasingly complex economic and social challenges as public resources diminish. Society operates through networks while the public sector uses silos. The MaRS Solutions Lab works with governments, non-profits, businesses, academics and communities to tackle "wicked problems" and create system change around issues like chronic disease, public services, unemployment and food. The lab provides a space for collaborative experimentation and introduces new citizen-centered perspectives using principles of starting with citizens, creating with rather than for users, seeking small interventions with large impacts, and combining diagnosis, action and reflection to deliver improvements.
The document discusses the challenges facing Odense Municipality in delivering welfare services with decreasing economic resources. It presents two choices: cut services proportionally each year or innovate to develop a welfare system that meets current and future demands with fewer resources. The municipality's vision is to deliver more quality with less resources. The new approach involves cooperation, preventative action, focusing on core values and outcomes. Examples provided include digitalization, rehabilitation programs, and empowerment initiatives. The overall strategic focus is exploring new models of government that are truly citizen-centered.
The document discusses using prototypes and beta testing to improve public design and democratic processes. It provides two examples: prototyping patient information systems and testing a wayfinding system for public transit. Stakeholders provided feedback that highlighted unmet needs and potential improvements. The examples show how prototyping can gather insights, engage people, reduce risks, and speed up processes compared to traditional democratic models that are averse to failure.
This document discusses a presentation on how public organizations can incorporate design experiments. It provides context on a PhD research project studying a 10-year design experiment within the Australian Taxation Office. The presentation covers 5 paradoxes observed in embedding design within a public sector organization, based on a case study of the Australian Taxation Office. The paradoxes discussed are: 1) To embed design within an organization, it must also be embedded outside the organization. 2) Design needs both freedom and discipline. 3) Design is both mandatory and a choice. 4) Design collaborates to compete for resources and space. 5) Who is considered a designer is both exclusive and inclusive.
The document summarizes the What Design Can Do conference that took place in Amsterdam in 2011. The two-day conference discussed the theme of "Access" and how design can impact society. It featured international speakers and case studies showing design's role as a catalyst for change. Over 750 people attended each day to hear designers, students, companies and governments discuss these issues. The event had a cohesive visual identity and "activist" character. It also lived on through an updated website, publication of speeches and partnership with another conference.
The document discusses various visualization techniques used in design projects, including storytelling, user maps, moodboards, issue cards, video sketches, photomontages, website simulations, and experience prototyping. These techniques are used to engage stakeholders, understand user needs, illustrate possible solutions, and test creative ideas. The techniques are produced by designers to stimulate positive dialogue and reveal ecosystems.
The document discusses several topics related to policymaking in the UK, including:
1) The UK achieves mid-level rankings on governance but spends less on public services than comparable countries. Departments also have high levels of budget control.
2) Concerns about issues like crime, the economy, and immigration have changed over time. People also tend to overestimate risks like crime.
3) Non-economic factors like social relationships strongly impact well-being, but these are often not properly measured or valued. Behavioral insights can also influence policy.
4) While economic growth does not always increase happiness, countries like Denmark seem to have found a formula for higher well-being through
The document summarizes a presentation about involving users in the work of the National Board of Industrial Injuries in Denmark. The Board processes various compensation claims for injured workers and others. To better understand users' experiences, the Board conducted qualitative interviews and developed personas. This revealed a need for clearer information about claims processes. As a result, letters were rewritten and claims processes made more transparent in an online system. The main experiences were that user input must be strategically incorporated into projects and organizational strategy. Involving managers and employees led to user-driven innovation becoming a strategic tool for both operations and development. This shifted the organization's culture and improved service for injured persons.
This document discusses removing blinders like cultural and educational limitations to better understand humanity and create meaningful solutions with and for people. It emphasizes integrating all parts of oneself, believing in employees' problem-solving abilities, and allowing flexibility and failure in addressing what people truly need, which is to be seen, heard, and share experiences while moving between chaos and peace.
Better lives. Stronger society / Joeri van der SteenhovenMindLab
Governments face increasingly complex economic and social challenges as public resources diminish. Society operates through networks while the public sector uses silos. The MaRS Solutions Lab works with governments, non-profits, businesses, academics and communities to tackle "wicked problems" and create system change around issues like chronic disease, public services, unemployment and food. The lab provides a space for collaborative experimentation and introduces new citizen-centered perspectives using principles of starting with citizens, creating with rather than for users, seeking small interventions with large impacts, and combining diagnosis, action and reflection to deliver improvements.
The document discusses the challenges facing Odense Municipality in delivering welfare services with decreasing economic resources. It presents two choices: cut services proportionally each year or innovate to develop a welfare system that meets current and future demands with fewer resources. The municipality's vision is to deliver more quality with less resources. The new approach involves cooperation, preventative action, focusing on core values and outcomes. Examples provided include digitalization, rehabilitation programs, and empowerment initiatives. The overall strategic focus is exploring new models of government that are truly citizen-centered.
The document discusses using prototypes and beta testing to improve public design and democratic processes. It provides two examples: prototyping patient information systems and testing a wayfinding system for public transit. Stakeholders provided feedback that highlighted unmet needs and potential improvements. The examples show how prototyping can gather insights, engage people, reduce risks, and speed up processes compared to traditional democratic models that are averse to failure.
This document discusses a presentation on how public organizations can incorporate design experiments. It provides context on a PhD research project studying a 10-year design experiment within the Australian Taxation Office. The presentation covers 5 paradoxes observed in embedding design within a public sector organization, based on a case study of the Australian Taxation Office. The paradoxes discussed are: 1) To embed design within an organization, it must also be embedded outside the organization. 2) Design needs both freedom and discipline. 3) Design is both mandatory and a choice. 4) Design collaborates to compete for resources and space. 5) Who is considered a designer is both exclusive and inclusive.
The document summarizes the What Design Can Do conference that took place in Amsterdam in 2011. The two-day conference discussed the theme of "Access" and how design can impact society. It featured international speakers and case studies showing design's role as a catalyst for change. Over 750 people attended each day to hear designers, students, companies and governments discuss these issues. The event had a cohesive visual identity and "activist" character. It also lived on through an updated website, publication of speeches and partnership with another conference.
The document discusses various visualization techniques used in design projects, including storytelling, user maps, moodboards, issue cards, video sketches, photomontages, website simulations, and experience prototyping. These techniques are used to engage stakeholders, understand user needs, illustrate possible solutions, and test creative ideas. The techniques are produced by designers to stimulate positive dialogue and reveal ecosystems.
The document discusses several topics related to policymaking in the UK, including:
1) The UK achieves mid-level rankings on governance but spends less on public services than comparable countries. Departments also have high levels of budget control.
2) Concerns about issues like crime, the economy, and immigration have changed over time. People also tend to overestimate risks like crime.
3) Non-economic factors like social relationships strongly impact well-being, but these are often not properly measured or valued. Behavioral insights can also influence policy.
4) While economic growth does not always increase happiness, countries like Denmark seem to have found a formula for higher well-being through
The document summarizes a presentation about involving users in the work of the National Board of Industrial Injuries in Denmark. The Board processes various compensation claims for injured workers and others. To better understand users' experiences, the Board conducted qualitative interviews and developed personas. This revealed a need for clearer information about claims processes. As a result, letters were rewritten and claims processes made more transparent in an online system. The main experiences were that user input must be strategically incorporated into projects and organizational strategy. Involving managers and employees led to user-driven innovation becoming a strategic tool for both operations and development. This shifted the organization's culture and improved service for injured persons.
This document discusses removing blinders like cultural and educational limitations to better understand humanity and create meaningful solutions with and for people. It emphasizes integrating all parts of oneself, believing in employees' problem-solving abilities, and allowing flexibility and failure in addressing what people truly need, which is to be seen, heard, and share experiences while moving between chaos and peace.
