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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
When Policy Meets Design
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
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
21st Century Problems
21st Century Problems
21st Century Problems
21st Century Problems
Complex network of problems
People’s needs & contexts are complex & dynamic
Hard to define what is the core problem
21st Century Problems
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
Silos
Expert-oriented
Problem-fixing culture
Modern Government?
People-centered
Collaborative
Exploratory
Parliament of Britain
1793 2015
Are we trying to solve 21st Century problems with the 18th Century tool?
Parliament of Britain
1793 2015
Collaborative
Exploratory
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
People-centered
Collaborative
Exploratory
Citizen-oriented
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
Empathy to Humans
Collaborative
Exploratory
Citizen-oriented
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
Empathy to Humans
Co-creation
Collaborative
Exploratory
Citizen-oriented
Silo
Expert-oriented
Problem-fixing culture
Modern Government? Design
Empathy to Humans
Framing Opportunities
Co-creation
Prototyping & Iterations
Very recently, this is happening in Asia, too. Gov 3.0 Design Group, Korea (2015)
Singapore government starts to see potentials of design.
“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!”
Truly embedding design capabilities, beyond one-off projects
Collaboration with the Ministry of Manpower since 2014
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
Behavioral Insights and Design Unit (BDU)
Internal agency (est. 2013) that brings BI + Design approach to the Ministry
MOM’s Journey to Adopt Design
Collaboration with NUS Design
Collaboration Model of NUS Design x MOM
How could we truly embed design capabilities within the Ministry, beyond one-off projects?
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?
Design-Driven Transformation of the Government
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
Design-Driven Transformation of the Government
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
Collaborative Design Projects
Design-Driven Transformation of the Government
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
Follow-up interviews Student Interns
Collaborative Design Projects
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
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
Design-Driven Transformation of the Government
Public Sector Design Ladder (Design Council UK, 2013)
Service Offerings
Practices, Skills & Mindsets
Organizational Structure & Belief
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
Some Principles for Designing with Government
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
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
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
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
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)
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?
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
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?
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
Research by Yvonne Yeo (NUS)
Questions related to key mindsets & practices for each phase
Research by Yvonne Yeo (NUS)
Levels of maturity
Research by Yvonne Yeo (NUS)
Research by Yvonne Yeo (NUS)
Research by Yvonne Yeo (NUS)
• 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
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
as Conversation Piece
Enhance designers’ ability to engage organizations into a conversation about their own design legacies & visions (Junginger 2015)
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)
Transformation is a mutual process.
Government / Policy making
Design
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
Critical questions.
Portability of this collaboration model?
Teaching design to the staff who has domain knowledge? Or teaching designers the domain knowledge?