Keynote #3 when policy meets design by jung joo lee
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Transcript of Keynote #3 when policy meets design by jung joo lee
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When Policy Meets Design
8 Sept 2016 | UXSG’16
JJ Lee Assistant Professor. Division of Industrial Design School of Design and Environment. NUS
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When Policy Meets Design
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When Policy Meets Design A decision-making system that the government adopts for its governance & public services
A decision-making system that aims at changing existing situations into preferred based on design doing
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Why the Modern Government Needs Transformation? Why & How Design can Bring the Transformation? What are Our Challenges & Remaining Questions? Transformation is a Mutual Process.
When Policy Meets Design
1 2 3 4
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21st Century Problems
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21st Century Problems
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21st Century Problems
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21st Century Problems
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Complex network of problems
People’s needs & contexts are complex & dynamic
Hard to define what is the core problem
21st Century Problems
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Complex network of problems
People’s needs & contexts are complex & dynamic
Hard to define what is the core problem
21st Century Problems
People-centered
Collaborative
Exploratory
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Silos
Expert-oriented
Problem-fixing culture
Modern Government?
People-centered
Collaborative
Exploratory
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Parliament of Britain
1793 2015
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Are we trying to solve 21st Century problems with the 18th Century tool?
Parliament of Britain
1793 2015
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Collaborative
Exploratory
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
People-centered
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Collaborative
Exploratory
Citizen-oriented
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
Empathy to Humans
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Collaborative
Exploratory
Citizen-oriented
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
Empathy to Humans
Co-creation
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Collaborative
Exploratory
Citizen-oriented
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
Empathy to Humans
Framing Opportunities
Co-creation
Prototyping & Iterations
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Very recently, this is happening in Asia, too. Gov 3.0 Design Group, Korea (2015)
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Singapore government starts to see potentials of design.
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“It was a fresh, potential approach to try! …not sure how I can apply to my work, tho.”
“Can I have the toolkit? We can then do design thinking!”
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Truly embedding design capabilities, beyond one-off projects
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Collaboration with the Ministry of Manpower since 2014
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MOM’s Journey to Adopt Design Sought a new approach to bridge a gap between policy intent & people’s experience
Collaboration projects with external design experts (e.g. IDEO)
Sending the public officers to Stanford d.School
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Behavioral Insights and Design Unit (BDU)
Internal agency (est. 2013) that brings BI + Design approach to the Ministry
MOM’s Journey to Adopt Design
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Collaboration with NUS Design
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Collaboration Model of NUS Design x MOM
How could we truly embed design capabilities within the Ministry, beyond one-off projects?
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Collaboration Model of NUS Design x MOM
Reflection & Implementation
Design Capability Building
A Series of Collaborative Projects 1 2 3• BA Design Studios (11-13 week project)
• 4th project now started
• Student internship for the development
• Follow-up project for implementation
• Follow-up interviews with MOM officers
• Workshops
• Design capability mapping tool
Pilot Project (2014)
How could we truly embed design capabilities within the Ministry, beyond one-off projects?
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Design-Driven Transformation of the Government
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
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Design-Driven Transformation of the Government
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
Collaborative Design Projects
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Design-Driven Transformation of the Government
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
Follow-up interviews Student Interns
Collaborative Design Projects
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Design-Driven Transformation of the Government
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
Design capabilities workshops Mapping tool
Follow-up interviews Student Interns
Collaborative Design Projects
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Design-Driven Transformation of the Government
Design capabilities workshops Mapping tool
Follow-up interviews Student Interns
Collaborative Design Projects Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
Scaling up
Long-term functioning structure
Sharing cases
Evaluating Success & Impact
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Design-Driven Transformation of the Government
Public Sector Design Ladder (Design Council UK, 2013)
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
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MOM Services Centre (2014) 1 Temporary Job Scheme Process (2015) 2
Employment of Foreign Domestic Workers (2016 3 Job redesign for Older Workers (2016) 4
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Some Principles for Designing with Government
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Reframing the Project Brief: Problem-Solving à Exploratory
Project 1 (2014): Original Brief
Efficient service for walk-in customers at the MOM services centre
Reframed brief
Supporting Self-Help (effective education & communication, outreach)
MOM game card set & ambassador program for dormitories
Outreach e-kiosk
Some Principles for Designing with Government
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Continuous Involvement of the Public Officers
Testing prototypes at the Services Centre (2014)
Students learn complex issues around policies & enhance feasibility of their ideas
Public officers build empathy, understand design, gain ownership
Some Principles for Designing with Government
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Perspective Shift from “Why this is impossible” to “What can make this possible”
done by John Teo, Chan Shi Ming, Wilmer Tay (2016)
Some Principles for Designing with Government
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Aiming at Impact, beyond Deliverables
Progressive learning toolkit for employers & FDWs (2016)
done by Chan Wing Kei, Huang Yixuan, Jomains Neo & Shanti Alberti
Some Principles for Designing with Government
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Deliverables: Toolkits Impact: Co-creation project for Implementation
Some Principles for Designing with Government
Aiming at Impact, beyond Deliverables
Progressive learning toolkit for employers & FDWs (2016)
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Follow-up interviews
• How the officers think of the benefits and limitations of design in their work?
• What are the challenges in bringing design within the government? • What are the opportunities?
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There are design advocates! Then, how to support them to apply in everyday work?
Different expectations of what design can do, due to their experience & job scope
Growing interests in design & support from the management
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In the organization’s process of adopting design,
how could we help the members realize different expectations of design among themselves, and achieve a shared understanding and a goal?
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Design Capability Mapping Tool
Allows employees to map their current perceptions on design, and facilitate a shared understanding within a team and an organization
Design Capability Mapping Tool
Tool that helps members map their current perceptions on design, and facilitate a shared understanding within a team and an organization
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Research by Yvonne Yeo (NUS)
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Questions related to key mindsets & practices for each phase
Research by Yvonne Yeo (NUS)
Levels of maturity
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Research by Yvonne Yeo (NUS)
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Research by Yvonne Yeo (NUS)
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Research by Yvonne Yeo (NUS)
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• 6 month-long employee-driven design projects (Mar– Aug 2016)
• Two rounds of testing: First & last workshop
Setting for the Pilot Test: Behavioral Design Platform
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Individual
• Map their design-related perceptions & practices • Goal-setting for what skill sets they want to develop
• Identify (mis)alignment in members’ understanding • Facilitate a shared understanding of design & their goals
Team
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as Conversation Piece
Enhance designers’ ability to engage organizations into a conversation about their own design legacies & visions (Junginger 2015)
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UNDERSTAND DESIGN TEST IMPLEMENT
Forunderstandingprojectchallenges,yourteamtendstochurnavailabledataorseeksviewsfrominternaldiscussionsorthroughcross-departmentcollaborations.Yourteamconsiderstheroleofend-usersas’functionalinformants’whocangiveyoufeedbackonservicetransactions(MOMster).Thereseemstobelessexperiencesonend-userengagement inthedesignprocess,especiallyfortheproductowners.
Yourteammaybenefitfromdeeperunderstandingofend-users’realexperiences, includingtheirmotivations,goals,valuesystem,socialrelationships,worriesandfrustrationsbothatworkandlife.Thesemayhelpyourteam identifywhatactuallystopsthemfromusingMOMster (perhapsnotonlybecauseofitsfeaturesbutbecauseoftheirsocialandculturalsurroundings),andwhatcanmotivate themtouseMOMster.
UnderstandingtherootcausesoflowuserengagementofMOMster mayhelpyoudesigninamoreplatform-level thanafragmented, singleproblem-solvinglevel.Yourteamhasstrengthinprototypedevelopment,engaging inaseriesofco-creationactivitiesbyusingprototypesinvariousfidelity-levels,partneringproductowners,developers (programmers)anduserswillbenefityourproject.
Whereasyourteammembershavedoneprototypetestingwithend-usersandotherstakeholders,theprojectownermightlacktheexperience ofinvolvingend-usersforprototypetesting.Gainingend-users’feedbacksearly inthedesignprocessanditerativealongtheprocesswillhelptheteamrefinedesigndirectionsrelevant totheendusers.Asmajorityofteammembershavedoneprototypetestswithendusers,itwillbegreattoexploremore testingmethodsthatcanbedoneindifferentphasesofthedesignprocess.Youmayconsidertoseekwaysandresourcestodopilottestwithrealusersinlong-term.
Yourteamhasexperiencesoncreatingcommunicationmaterials tobriefinvolvedstakeholders, includingimplementingdepartments.Perhapsyoucouldalsothinkofwaystoinvolvethesepeoplewhowill‘actually’implement inessentialstagesoftheprojecttoincreasetheirunderstanding.Overall, yourteamhasthemind-settomonitortheimpactsoftheproject.Yourteammayconsidercreatingeffective, regularcommunicationmilestoneswiththe implementers. IfthemeasurementoftheimpactoftheprojectisagainstKPIs,makesurethatthecriteria tomeasureKPIsaresharedbythevariousstakeholderstohavethesameview.
project MOMstars
• Expertswhoareusedtofixtheproblems• Couldbenefitfrom‘holisticviewstousers’:theirmotivationsandvaluesatworkand
life,theirworriesandfrustrations,short-termandlong-termgoals,social-culturalsurroundings.
• Dotaponexistingprototypingskillstomakethemmoreparticipatoryanditerative• Benefitfromempathicdesignmethodstolearnusers’experiences,journeysystem
visualisationandco-creationapproaches
“ExpertRepairer”
Conversation Piece for a team, and between a designer & a team
Research by Yvonne Yeo (NUS)
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Transformation is a mutual process.
Government / Policy making
Design
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Mindset: Learning organization’s legacy & tapping on enablers
Discipline & Community: Expanding, redefining the areas of expertise
Transformation is a mutual process.
Government / Policy making
Design
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Critical questions.
Portability of this collaboration model?
Teaching design to the staff who has domain knowledge? Or teaching designers the domain knowledge?