Doing a service diagnostic
A way of reviewing and diagnosing a service design using a systemic approach
How do we approach understanding a service design for the first time? How do we understand true customer aspects of a design, without getting distracted by the organisations desires, and our biases? How do we make sense of that which we are often too close to?
This model, developed by John Seddon, and used successfully for two decades. Helps us to have a sequence of analysis that corresponds to an outside-in concept that is rooted in a customer view of a service. That systemic view starts with understanding the customer demand from a unique perspective.
I always use this as the basis of the framework of the Understand phase of the design thinking methodology I use. It is the basis for the Discovery phase of service design.
This model, developed by John Seddon, and used successfully for two decades. Helps us to have a sequence of analysis that corresponds to an outside-in concept that is rooted in a customer view of a service. That systemic view starts with understanding the customer demand from a unique perspective.
I always use this as the basis of the framework of the Understand phase of the design thinking methodology I use. It is the basis for the Discovery phase of service design.
Model of Understand
This was the model, and
below is how I use the model
below is how I use the model
THE PURPOSE OF UNDERSTAND
To apply the service design and systems thinking principles end to end to a service, to understand the a service completely. This can be used as a diagnostic, and to prepare for redesign of that service.
TYPICAL OUTCOMES OF USING THIS MODEL
This will create an understanding of:
To apply the service design and systems thinking principles end to end to a service, to understand the a service completely. This can be used as a diagnostic, and to prepare for redesign of that service.
TYPICAL OUTCOMES OF USING THIS MODEL
This will create an understanding of:
- True customer demand and what matters to the customer
- The true purpose of the service as experienced by customers, compared to the purpose that your customers expect.
- How easy it is for customers to engage with us.
- The barriers customers face when dealing with us.
- What happens at the front end of the organisation, how much non-value work do we create for ourselves.
- How the front end engages with the rest of the organisation.
- How much waste is in our operations.
- The impact of our measures on the behaviour of staff, and how well or not those measures measure what is important.
- The impact of the design on staff behaviours, well being, actions, motivation, communication, and collaboration. The culture.
- The flow of knowledge in the service.
- Decision-making and its effectiveness.
- The main aspects of the service that make it work the way it does.
- The managers role and the impact they have on the service.
- The impact of support services in the organisation.
- How external stakeholders are connected and engage with us.
- The concepts and principles of the organisation and how they impact on the service.
At the completion of this analysis, we will also have a good indication of what the new design might look like.
- The difference between old vs new system
- Key levers for change identified
- New measures identified
- Priorities for the prototype.
- The difference between old vs new system
- Key levers for change identified
- New measures identified
- Priorities for the prototype.
An example of a part of a workflow developed by a team
The sketch below, that I have created for a client, gives an indication as to the extend to some of the aspects of a service that are part of the Understand phase.
Demands for a service categorised into groups
How I use the model
Perhaps the most important point to note here is that the feedback at the ned of Understand to the decision makers is not a presentation, it is feedback to the group who have already been engaged with the team and the design. So this is a summary or the work the leaders are familiar with. The importance of this fact is due to the nature of learning, that means that true understanding and the ability to challenge engrained ways of seeing and thinking can usually only be accomplished by experiencing, not be rational presentation.
So, in this case the team uses their flip charts that they have created, and they feedback to the leaders. I help out, and summarise the key findings.
So, in this case the team uses their flip charts that they have created, and they feedback to the leaders. I help out, and summarise the key findings.
