How-to Service Design using a Systemic Approach
Practical techniques that have worked for me
This is a list of the posts that describe some of my experiences, that service designers can access to help understand an example of a comprehensive approach to service design. The approach is probably quite different to what you are used to, and thats one reason why I have put this online. It incorporates the characteristics of complexity, and uses systems thinking as a base to develop an approach to really change and transform services fundamentally, and not simply by applying Digital.
The aspects of this approach are based on a comprehensive view of the service; starting with the purpose and the customers, taking into account the workflow, people, functions, leadership, and the wider environment.
The aspects of this approach are based on a comprehensive view of the service; starting with the purpose and the customers, taking into account the workflow, people, functions, leadership, and the wider environment.
How-to Series #1 Engaging with leaders for Supportive Leadership
Engaging with senior managers is something that we should all understand as being fundamental to any real change. Leaders have the ability to make things happen, and to take forward and become sustainable. This is an example of how to avoid some of the pitfalls that consultants can make, trying to get leaders to do what they want.
How-to Series #2 Taking Leaders on a Rapid Service Design Sprint
Once connected to leaders, this is an example of a first stage of engagement, to begin the process of working together on the problems that leaders face. This is rapid design is within a system thinking framework that is ideal to dealing with focusing on the issues that matter to that service and those leaders.
How-to Series #3 Front line staff that WANT to change!
How many of us have witnessed resistance to change from the front line? That can be avoided in certain situations, and this is an example of the groundwork that was made to avoid resistance. Engaging with staff should be the normal situation in our work.
How-to Series #4 A manager who transformed her understanding of management in one afternoon
Sometimes, learning comes in stages. This is an exampe of a manager learning for herself, rather than from others. And the power that can have on real mindset change. Systems thinking helping to frame the learning for managers.
How-to Series #5 Person centred design and why it is so challenging
A quick lesson in real outside-in customer understanding. Really understanding that viewpoint is easy if we connect directly with the customer. This has got to be the place to start with any service design, and is a step before developing personas. This is one of the cornerstones of the work that if not done well, will result in a design that is not well matched to the person.
How-to Series #6 Modern management, and the self-managed team
An introduction to the development of a team of people who are able to add great value to the organisation and deal with complexity and challenges in the operations without being micro-managed. They take operational decisions themselves. They will improve what they do, and they will be a greedit to the manager that leads them.
How-to Series #7 How to get busy managers to want to work with you
This is a technique of how to get a manager, especially a busy one, to want to work with you. Managers are key to change, they are responsible for the way that the current service is designed, and they need to lead their staff to create the new design.
How-to Series #8 Front office demand workflow download
In support of an outside-in perspective, this is a framework on how to understand demands coming into an organisation or service, and how to begin to group them for the subsequent design of services. This is the detail of the beginning of true service design, which then creates the keys to the work flow through the service and the design of the interactions with the customer.
What is especially important is to analyse the demand so that complexity is understood from a systems thinking mindset, so that the demand and the design can be congruent.
What is especially important is to analyse the demand so that complexity is understood from a systems thinking mindset, so that the demand and the design can be congruent.
How-to Series #9 moving from experiment to prototype
Moving from an experiment to a prototype is not simply a mvoe from one activity to the next on the plan. It is a critial point, where leaders decie that the Prototype is going to accept and test the new design. The work moves from an experiment that has limited viability and few resources, to a real test of the new approach using real people and changing the underlying system. Changes need to be made, managers need to clear their diaries and then need to make decisions. It is a big and important step that meeds care to be performed to be dont right.
