Embedding Design in a Mental Health Network - Pierri, Warwick, Garber

Service Design in Mind Embedding Design Capabilities in Mental Health Services Paola Pierri

Laura Warwick Jake Garber

ServDes Conference Copenhagen

May 2016

Embedding Service Design in Mind

•  Introducing Mind and ‘Service Design in Mind’ • The impact of using Service Design • Our reflection on the journey: what we have learned • Questions

We’re Mind, the mental health

charity

We won’t give up until everyone experiencing a mental health problem gets both support and respect

•  140 local Minds

•  Combined annual income of circa £102.55M

•  More than 1/3million people supported annually by local mind

•  It provides a wealth of 963 services

•  People living with mental health problems are involved in the running of all local Minds

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Local Minds are just that: local

Our Impact in Numbers

Source: Goldberg and Huxley (1992), Common mental disorders, Routledge

1 in 4 people will experience a mental health problem in any one year.

Invitation to tender (Summer 2013) We teamed up with our partner Innovation Unit to create an approach to service design that draws on national and international practice.

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Embedding Service Design in Mind

Why Service Design?

•  The need to provide new responses to the new challenges for the Local Minds Network

•  A vision for more collaborative and innovative Mind Network drawing on the “existing design capabilities”

Design when Everybody Designs, Manzini 2015

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Why Service Design? A need

A vision

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Why ‘embedding’ Service design?

© Innovation Unit 2015

Why not hire a bunch of designers?

A designer-centred model of innovation in organisations limits the transformative potential of design.

ORGANISATIONAL PURPOSE + STRATEGY

© Innovation Unit 2015

Why not hire a bunch of designers?

A number of critical barriers exist that limits a designer’s influence and agency

ORGANISATIONAL PURPOSE + STRATEGY

© Innovation Unit 2015

Why not just get some training or some tools?

By training a range of individuals across the organisation to deliver design process, can expand this influence and agency

ORGANISATIONAL PURPOSE + STRATEGY

© Innovation Unit 2015

Why not just get some training or some tools?

However, a number of barriers may still exist to limit the potential of design’s impact

ORGANISATIONAL PURPOSE + STRATEGY

© Innovation Unit 2015

So what do you mean by drawing on existing design capabilities?

This is about actively fostering design values and attitude across the whole organisation…

ORGANISATIONAL PURPOSE + STRATEGY

© Innovation Unit 2015

ORGANISATIONAL PURPOSE + STRATEGY

Affording a wider range of people from across the organisation (and beyond) to actively participate in collaborative design activity…

© Innovation Unit 2015

And affording the opportunity for design’s transformative potential. Not fidgeting with the edges but changing the deep system

ORGANISATIONAL PURPOSE + STRATEGY

Designing ‘Service Design in Mind’

Local Minds and national Mind teams helped shape and design a prototype set of resources.

Methodology Design Session, Jan 2014

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Building on the existing design expertise: Designed for local Minds, by local Minds

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We tested the approach with 5 local Minds

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Bespoke Methodology

The Impact of Service Design in Mind

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Clear service and organisational impacts

“Running this process is like nothing I have ever been part of before!” Bedfordshire, Luton

& Milton Keynes Mind “Our ‘Wow’ would be seeing service design integrated into everything we do as an organisation”

Scarborough, Whitby & Ryedale Mind

Hillingdon Mind

“It really empowers service users to make decisions about the service… it's incredibly powerful”

Ifeltreallygreat;itwasthoroughlyenjoyable,wholethingwasreallys6mula6ng.’

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Our offer

-  Resources -  Service Design sprints -  Tailored support -  Grants +

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Service Design in Mind resources

Helps to plan and structure each phase

A service design method deck to help quickly

explore and organise key methods

Gives you key tools and processes to apply

Details the roles and resources required

Case studies and hints & tips

-  Timely -  No resource requirement -  Local impact “One thing that was really good about the requirement to use service design tools and methods was that it encouraged us not to cut corners. For “old lags” like Jean and I – because we are very experienced – there is sometimes a temptation to do that. But this process forces you to be rigorous and I do think that as a result of this, the output was much better.” - CEO

Local, Independent Pros:

-  Quality control -  Understanding/knowledge is based on

interpretation “One criticism that I have of the toolkit is that it is not very user-friendly and includes a lot of jargon – titles like ‘Prototype Planner’ can be off-putting. I understand the ideas behind them but if you are running a young person’s focus group you can’t really use tools like that – I mean you certainly can’t just photocopy them. Although I’m familiar with service design, I’m not familiar with that kind of language.” - CEO

Local, Independent Cons:

- Set clear project direction -  Allows them to set timeline

“I think it provides you with a really strong evidence base and a platform and confidence to persuade people of the importance of your work. It also ensures a level of quality and consistency. The value of coproduction speaks for itself – it’s just common sense really, isn’t it?”

- CEO

Local, Introduced Pros:

- Only a brief introduction -  Unable to address gaps in knowledge “For me personally – and I’m obviously not speaking for everyone here, as I was actually the only ‘Expert by Experience’ on the team – since I had my mental breakdown I’ve had trouble taking in and remembering large amounts of information. So for me that workshop [Introduction to Service Design workshop] was really intimating and I struggled to retain the learning.” - Researcher

Local, Introduced Cons:

-  Structured, intensive support -  Resource to dedicate time -  Requirement to complete “Paola worked with me quite a lot on framing the questions based on what we’d found out in the service user interviews. We asked different questions to different experts, which I hadn’t thought of, so it was a lot more insightful.” - Service Manager

Local, Funded Pros:

-  Different relationship/power dynamic -  Have to tie it to Mind’s strategic aims

“It was a real struggle [to convince people to use ethnography]. Because I wasn’t an expert to convince them of the benefits of doing it that way, by the time I suggested it, it probably wasn’t as strong an argument than it would have been if we’d had an expert explain it.” - Service Manager

Local, Funded Cons:

- In-depth, tailored support -  Strategic impact

“The toolkit is very well-used and is starting to disintegrate – that must be a good sign!”

- CEO

Local, Supported Pros:

-  Time and resource-intensive -  Can stagnate over time

““I think the programme is great, but I have the sense that there’s more stuff out there and more that we could be doing and learning about service design. I feel like we’ve just scratched the surface. Is there a whole plethora out there…for when we get bored?! What’s missing from our knowledge?” - Programme Manager

Local, Supported Cons:

-  Working with the right people

-  Truly exploring opportunities

National, Supported Pros:

-  Have to build evidence -  Lack of immediate action

National, Supported Cons:

Our work in numbers

57 9 8 Service Blueprints to map national

services

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LM receiving intense coaching support

£50K ‘Grant +’ to deliver service design projects

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Value to Service Users

Source: Service Users Experience Survey - Researchabilty

“I felt really great; it was thoroughly enjoyable, whole thing was really stimulating.”

“What was important for me was that I felt we were heard.”

“You get a bit of a confidence boost and a good feeling about it, definitely.”

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PHASE 1: LEARN PHASE 2: PERFORM PHASE 3: EMBED

Examine capabilities

Explore model

We are here!

Position capabilities

Refine model

Our Road Map

Build for capabilities

Perform model

•  Tie the work directly to existing projects

•  Improve our facilitation / coaching offer

•  Deliver our ‘Service Design Sprint’ internally and with the Network

•  Link our Service design offer with our Engagement work and expertise

Our future plans

Our reflection on the journey: what we have learned

•  At the organisational level

•  At people level

•  (Operational level)

What have we learned so far?

Embedding a design culture within the organisational reality

Advocate Existing practices to change

Advocate Existing practices to change

Advance a New Approach to how we do

things

Developing together a Future

Practice

Advocate Existing practices to change

Advance a New Approach to how we do

things

TRANSFORMATIVE

REINFORCIVE

The core challenge to embedding design culture within the

organisational reality

The value of a blended model

De-centered Designer

Build multidisciplinary teams

Othercommuni2esofprac2ce

Designprac2ce

Nurturing the people and rocking the boat

Luke Williams, Disruptive Thinking, 2012

When you “think what no one else is thinking, and do what no one else is doing” it doesn’t make for the most comfortable experience

So what are the risks to the experience of being a disrupter within an organisational context?

Disruptive can become destructive… Revolutionaries VS ‘tempered-radicals’*

* From Debra Meyerson

Nurturing the conditions for transformative practice •  Build engagement from a basis of personal

values, not organisational obligations •  Find and foster your fellow “disrupters” •  Be tactical - Develop a stepped and paced

theory of change to best direct and appraise your impact

Our challenges ahead Organisationally: •  Can you introduce design next to other project

management approaches?

•  How to expose the whole organisation to the value of service design – Not just fidgeting with the edges

•  How to meet the demand to show impact on traditional KPIs?

•  How to avoid design to be misused and misinterpreted – Growing excellent service design

Operationally •  Often the SD Team is not the initiator – Quality

control? •  Make a clear offer for ‘progression’ and

excellent service design and build the support needed

•  How to ensure commissioners provide space for design

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Our challenges ahead

People: •  How to manage the expectations for how much

time it takes to really embed new capabilities •  Where to find the right skills-set? •  Service designers with the right motivation,

generosity and patience to work towards system change

“It is a long term game”  

Our challenges ahead

Questions

Thank you

Paola Pierri - Mind Service Design Manager P.Pierri@mind.org.uk @paolapierri Laura Warwick - Mind Service Designer L.Warwick@mind.org.uk @lauraewarwick

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