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Agenda Agenda

9:00-9:30 Introductions and table topics 9:30-10:15 Service design thinking Exercise #1: How Might We? 10:15-10:20 Fast break 10:20-10:45 Discover: Find inspiration Exercise #2: Lightning inspiration 10:45-11:30 Discover: Build empathy Exercise #3: Experience mapping

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Agenda Agenda

11:30-12:30 Lunch 12:30-1:30 Define: From research insights to design solutions Exercise #4: Solution brainstorm 1:30-1:40 Fast break 1:40-2:20 Develop: Prototyping Exercise #5: Service design blueprint 2:20-3:20 Deliver: Storytelling Exercise #6: 2-minute commercials

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Agenda Agenda

3:20-3:35 Take it home and own it! Exercise #7: How might we… 3:35-4:00 Recap and closing discussion Exercise #8: I like, I wish, I wonder 4:00-4:30 Post-workshop office hours (optional)

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Today’s goal

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§ Introduce you to and have you “try-on” design thinking in order to help you: § Frame what problem(s) you are trying to solve in your own communities § Innovate from the future and build a bridge from the “now” to the future § Equip you with stories, tools and templates that you can bring home to share with your colleagues and community.

Expectations for the day

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§ Favor process over outcomes. Experiencing the full process today with a flimsy idea is better than getting halfway through with a perfect idea. § Pull your own weight. Work together, no one is a spectator. § Pick up the markers. Document, document, document. Getting it on paper brings the idea to life. Everyone can draw stick figures, symbols, and diagrams. § Move fast. We have a lot to do, so don’t get stuck in the details. § Take breaks. Your table will keep you up to speed. § Live in the land of “What if?” Don’t worry about the constraints and realities of today. § Most importantly, have fun. Our day jobs are serious. Let’s not take today so

• seriously. Encourage wild ideas.

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Introduction

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What’s in a name

Library Museum Office Repository Vault Treasury Den Archive Menagerie Workshop Study

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Kitchen Nap room Dr’s office Maker space Baby sitter Counselor Tool cabinet Merchant Safe haven Craft room

Howdy!

Design Concepts

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Our offices

Main offices: Madison, WI San Francisco, CA Satellite team members: Minneapolis, MN Princeton, NJ Chicago, IL

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We Design Products

§ Crock-Pot Cooking System

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We Design Services

§ Hospitality, Financial & Insurance

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We Create Digital Experiences

§ First Alert Connected CO Monitor

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We Create

Shopping Experiences

§ Home Depot, Land’s End

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We Develop Strategies

§ Spectrum Brands – Rayovac Innovation Strategy

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Our clients

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What we do

ENVISION REALIZE

In the broadest sense, we have the people, experience and methods to help our clients envision bold new future opportunities and the technical skill to bring those future visions to life.

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Deep immersion

Developing solutions that are inspired by three important perspectives to create value for consumers and businesses

§ Vision § Organizational Structure § Revenue Model § Competencies § Appetite for Risk

THE WORLD PEOPLE & PLACES CLIENT

§ Context § Trends § Competition § Market Forces § Regulatory Environment § Size of Opportunity § Needs & Wants § Expectations § Attitudes § Motivations

2 0 DE S I GN CONCE P TS, INC.

Design thinking process

ABSTRACT CONCRETE DOING UNDERSTANDING

PATTERNS DIRECTIONS OBSERVATIONS SOLUTIONS

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Design thinking process

ABSTRACT CONCRETE DOING UNDERSTANDING

PATTERNS DIRECTIONS OBSERVATIONS SOLUTIONS

Avoid…

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Enough about us…

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Let’s get started!!!

First task of the day: table topics

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§ Work with the team at your table for the next ten minutes to choose the topic you want to address – we’ll present some

• ptions on the next slide.

§ When you are ready, write your table topic

• n one side of your foam core and place it

in the middle of your table. § Look around the room. If there is a topic you’re more interested in, then move to that table.

Select a table topic

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§ the elderly § students § local businesses § ______? Option #1: Create a community gathering space for... Option #2: Overcome barriers to using the library for... § working parents § underserved communities § patrons connecting remotely § ______?

Service Design Thinking An overview

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What is service design?

§ The design of entire ecosystems v. isolated problems—from digital to physical, seen and unseen, tangible to intangible § Uses design methods with a service mindset, focusing on creating lasting and meaningful value for the customer in a way that is sustainable for the business

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FROM TO

The 5 P’s of service design

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People

Employees and other customers encountered while the service is produced. These people are actors in the service experience.

Props

The objects and the collateral used to produce the service encounter (forms, products, signage).

Place

The physical space or the virtual environment through which the service is delivered.

Partnership

Other businesses or entities that help to produce or enhance the service encounter.

Process

Workflows and rituals that are used to produce the service

• encounter. The

processes are the glue that connects the front and back stages.

Service as theatre

§ The concept of actors on both the front and back stages are the foundation

• f service design.

§ Each of the actors, as well as the audience, exchange some type of value. § Actors use props within the theater that can be physical or virtual

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AMERICAN PLAYERS THEATER

Service as theatre

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AMERICAN PLAYERS THEATER

FRONTSTAGE BACKSTAGE

SERVICE DESIGN: FROM INSIGHT TO IMPLEMENTATION. 2013. ROSENFELD MEDIA

The service design ecology

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A healthy service ecosystem is one in which everyone benefits, rather than having the value flow in one direction

• nly.

The most common lost opportunity is when we neglect the resource that customers can be in terms of providing value back.

SERVICE DESIGN: FROM INSIGHT TO IMPLEMENTATION. 2013. ROSENFELD MEDIA

Key principles

#1 People focused § The service design process always starts with the customer needs, pain points, motivations, and

• pportunities

§ From there, the focus extends to other stakeholders, or actors, in the service experience— from the person behind the counter to the person delivering the mail

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MADISON PUBLIC LIBRARY

Key principles

#2 Research based § Building empathy for each stakeholder group is a key component of the process § Planning a thoughtful approach to understanding each user group is a critical part of any design thinking process § Get out of the building. Breakthrough ideas happen when you get

• utside of your normal

routine and headspace

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Key principles

#3 Balanced § For a service solution to be successful it needs to bridge desirability (what does the user want?), feasibility (can we provide it?) and viability (does this make business sense?) § If you just focus on desirability and not viability, the service will fail

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DESIRABILITY FEASIBILITY VIABILITY

Key principles

#4 Starts with a solid core § MUST: Core services MUST be there for the service to remain viable § SHOULD: Performing services go one step further to create a seamless and reliable experience for customers § COULD: Delighting services afford customers with moments of delight, driving desirability, value, and growth

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Core Performing Delighting

Key principles

#5 Participatory § The complexities associated with service design require that various stakeholder voices have a place at the table

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Key principles

#6 Visual § Service design relies on storytelling and prototyping to create alignment and foster transparency § An attention to visual storytelling helps make complex holistic services more understandable, and builds alignment throughout the process

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Key principles

#7 Iterative § Design is a cyclical process of building, testing, analyzing, and learning. § If we focus on process rather than the end result, we may stumble upon unexpected results

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DISCOVER INSIGHTS DEFINE PROBLEM DEVELOP SOLUTIONS DELIVER VALIDATION

iterate iterate

PHASE 1 PHASE 2 PHASE 3 PHASE 4 DESIGN CONCEPTS’ PHASED PROCESS DIAGRAM

Resource for additional information

Service Design: From Insight to Implementation By Andy Polaine and live|work founders, Ben Reason and Lavrans Løvlie.

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Exercise #1: How Might We?

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WHY create How Might We questions?

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§ How Might We (HMW) questions reframe problems as opportunities § HMWs help us look at a problem from multiple angles § HMWs provide the hook for research and brainstorming activities to come

Ex #1: HOW to generate HMW questions?

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Step #1: Generate Problem Statements § Time: 3 minutes § Format: Individual § Task: List all of the problem statements you can think of related to your table topic on post-it notes. Take your table topic challenge and drill into the specifics of the problem. Try to put it in terms of an (imagined) person.

Example § Challenge: Overcome the barriers to using the library for working families § POV: The Smith family is rushed to get dinner on the table in the evenings, when they would like to spend quality time together. The Andrews’ aren’t able to attend programs that are scheduled during the work day. The Williams’ have varying intellectual demands of multiple children.

Ex #1: HOW to generate HMW questions?

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Step #2: Select a Problem Statement § Time: 10 minutes § Format: Team § Task: As a team, share your problem statements and sort them into clusters of similar ideas or problems. Select one cluster of problem statements that you would like your team to focus on for the remainder of the day.

Example § Challenge: Overcome the barriers to using the library for working families § The team sorts all of the POV statements and selects a cluster that describes “Working families have too many domestic after-school responsibilities to enjoy the library with their kids.”

Ex #1: HOW to generate HMW questions?

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Step #3: Generate HMW Questions § Time: 15 minutes § Format: Team § Task: Using the HMW worksheet, generate a list

• f questions. Once you complete the worksheet,

select one of the questions for your team to focus

• n in the upcoming research and brainstorming

exercises.

Ex #1: HMW example

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POV: Working families have too many domestic after-school responsibilities to enjoy the library. Amp up the good: HMW create more quality time for families afterschool? Remove the bad: HMW eliminate domestic responsibilities afterschool? Explore the opposite: HMW make chores the most exciting part of the day? Question an assumption: HMW help working parents make the case for more flexible work schedules? Go after adjectives: HMW make afterschool chores exciting and shared instead of routine and individual? ID unexpected resources: HMW put other programs (during the day or for the retired) to work to support the workload of working mothers? Create an analogy from need or context: HMW make limited afterschool hours feel like a family reunion? Play POV against the challenge: HMW make kids want to help with afterschool chores? Change the status quo: HMW make working parents feel less time-strapped? Break POV into pieces: HMW make afterschool programs fun for kids? HMW give mom more free time?

Fast Break! 5 minutes

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Discover: Contextual Inspiration

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This reminds me of….

What problem are you trying to solve, or what activity do you want to support? What is similar to this out in the world? Document what they do, do well and/or are missing. What inspires you? How does this make you look at your problem statement or solutions different?

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For example

Family dinner Look for inspiration on the term family and dinner

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Exercise #2: Lightning Inspiration

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Ex #2: Lightning Inspiration

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Step #1: Silent Generation § Time: 8 minutes § Format: Individual § Task: What companies, products, or services in the world do a good job

• f responding to your opportunity? List your ideas on post-its. You may

use your brain, computer, or tablet for this exercise. The goal is to generate 3-10 companies, products, or services outside of the library experience.

Example § For example: Blue Apron delivers groceries and meals to reduce time spent shopping and meal planning; Chores Hero app helps organize and distribute chores; Fit-to-Go meal service at Harbor Athletic Club combines 2 to-dos of exercise and dinner; Hop Skip Drive ridesharing service for kids; the school lunch program, etc.

Ex #2: Lightning Inspiration

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Step #2: Team Share-out § Time: 12 minutes § Format: Individual § Task: Rapid-fire share-out your top 3-5 ideas with your team. Find a space on the wall to post your Lightning inspiration, for when you need to reference it later.

Discover: Building Empathy

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The importance of building empathy

Phase 1 § The start of a service design project is a period

• f discovery, gathering

inspiration and insights, identifying user needs, and developing initial ideas

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DISCOVER INSIGHTS DEFINE PROBLEM DEVELOP SOLUTIONS DELIVER VALIDATION

iterate iterate

PHASE 1 PHASE 2 PHASE 3 PHASE 4 DESIGN CONCEPTS’ PHASED PROCESS DIAGRAM

Key principles of service design

#1 People focused § The service design process always starts with the customer needs, pain points, motivations, and

• pportunities

§ From there, the focus extends to other stakeholders, or actors, in the service experience— from the person behind the counter to the person delivering the mail

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MADISON PUBLIC LIBRARY

Key principles of service design

#2 Research based § Building empathy for each stakeholder group is a key component of the process § Planning a thoughtful approach to understanding each user group is a critical part of any design thinking process § Get out of the building. Breakthrough ideas happen when you get

• utside of your normal

routine and headspace

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The importance of building empathy

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The core starting point of the service design approach is to be human focused.

• Building empathy for each stakeholder

group is a key component of the service design process

So….

• You must put stakeholders at the center of

the process if you want to design successful and popular services

Building empathy enables designers to…

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Understand the needs, behaviors, and values of stakeholders Reveal opportunities that match user needs to company goals Develop more compelling offerings for your customers Evaluate service concepts or directions Ensure ideas being developed are desirable

How do we build empathy?

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• Designers look to understand the needs

and desires of the people who will use a product or service by spending time with them

• Building empathy allows for a deeper

understanding of how your service is perceived, used, and experienced

Defining the research question and objectives

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• Before undertaking any research, it is

important to define your goals/learning

• utcomes
• Start broad in an opportunity space, then

narrow down to a specific hypothesis you want to investigate, validate, or refute in relation to the overall project objective

• Be sure to define the problem, not the

solution

Pair your methods to your inquiries

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Empathy building occurs at all stages of service

• design. These are two examples of empathy

building research activities in discovery research: User Shadowing/Observation

Observation is the most fundamental way to gather primary information and is a key tool for design research. Simply put, it means going out into the world with open eyes and mind to develop an understanding and empathy about other people’s experiences.

Contextual Inquiry/Interviewing

Contextual inquiry allows for the exploration of specific behaviors, attitudes, motivations, and beliefs through a moderated interview.

Finding the right participants

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How do you find the right participants? Before beginning any empathy building research it is important to find the right

• participants. The first step is to clearly

articulate what kind of person you are looking

• for. To do this you can create a participant
• profile. This profile should be just enough

detail to help guide in the identification process of interview candidates.

Ex: staff member who has deep knowledge in a service, has decision-making authority and represents a segment

• f use cases

Developing protocols, guides and debriefs

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• Proper documentation is a necessary step in

data collection and should be developed before performing research

• Guides and protocols ensure data are

collected in a consistent matter and with the research aims in mind

• Guides and protocols should be specific (ex: listing

questions to be asked, approximate time to spend on categories of questions, etc.) but also be open to change depending on the interviewee’s responses

• Be sure to include the learning outcomes/goals of

research on your guides to reference

• If you want to ensure you capture all data –

and you do – debrief as soon as possible after each interview/observation

The importance of a framework

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• Use a framework to analyze and codify

your results into a consumable format. Make sure your framework is geared towards answering your hypotheses.

• Use framework to drive data to actionable

insights Ex: 5 P’s of Service Design People, Props, Place, Partnerships, Process,

Pains, Gains and Jobs to Be Done

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The framework of Pains, Gains and Jobs to Be Done is especially useful when determining values Pains: What are people’s primary pain points? Gains: What are people in love with? Jobs: What they trying to accomplish?

Synthesize your findings

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Look holistically and deeply at the findings and the broad patterns you see across the data to interpret findings into meaningful insights

Ex:

• Summarize top pain points, benefit, and service

perceptions

• Frame key insights that might impact service

strategy

• Recommend next steps for continued research,

specific service improvements, and service strategy

Exercise #3: Empathy Building

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Exercise #3: Empathy Building

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Step #1: Jobs to Be Done § Time: 10 minutes § Format: Team § Task: Quickly generate a list of key stakeholders that might be involved in your opportunity. Think broad—anything from the central actor to the costume designer, to use the theater analogy. Complete a Jobs to Be Done worksheet for each of the key stakeholders.

Example § For example: Working parents, children, school teachers

Exercise #3: Empathy Building

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Step #2: Experience Map § Time: 20 minutes § Format: Team § Task: Now that we’ve thought about the individual Jobs to Be Done for each of your key stakeholders, it’s time to understand how their experience today stitches together (if at all!) Select one key stakeholder and build an Experience Map of their experience as it exists today, using the worksheet on your table. Don’t be afraid to get out of the library and into the stakeholder’s head.

Exercise #3: Empathy Building

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Step #2: Experience Map

Lunch! 60 minutes

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Define Bridging the gap from insights to actionable solutions

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Design thinking process

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ABSTRACT CONCRETE DOING UNDERSTANDING

PATTERNS DIRECTIONS OBSERVATIONS SOLUTIONS

This is the tricky part

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Observations Find a space to externalize and visualize all of your observations from the discovery phase.

• User Research
• Contextual Research
• Company/Institutional Research

This is the tricky part.

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Observations Find a space to externalize and visualize all of your observations from the discovery phase.

• User Research
• Contextual Research
• Company/Institutional Research

Patterns/Frameworks Next, it’s time to apply structure to identify gaps, uncover patterns, discover insights.

• Personas
• Jobs to be Done
• Experience Maps

WHAT?

This is the tricky part.

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Observations Find a space to externalize and visualize all of your observations from the discovery phase.

• User Research
• Contextual Research
• Company/Institutional Research

Patterns/Frameworks Next, it’s time to apply structure to identify gaps, uncover patterns, discover insights.

• Personas
• Jobs to be Done
• Experience Maps

Directions / Imperatives Imperatives are solution strategies or solution areas that tell us what the design needs to do, and how it should do it.

• Musts, coulds, and shoulds
• Design Principles / Drivers

WHAT? SO WHAT?

This is the tricky part…

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Observations Find a space to externalize and visualize all of your observations from the discovery phase.

• User Research
• Contextual Research
• Company/Institutional Research

Patterns/Frameworks Next, it’s time to apply structure to identify gaps, uncover patterns, and discover insights.

• Personas
• Jobs to be Done
• Experience Maps

Directions / Imperatives Imperatives are solution strategies or solution areas that tell us what the design needs to do and how it should do it.

• Musts, coulds, and shoulds
• Design Principles / Drivers

WHAT? SO WHAT? GET REAL.

Solutions Solutions turn thinking into reality.

• Prototypes
• Service Blueprints
• Business Model Canvas
• Concept sketches

…but IMO it’s the best part too!

§ Here’s our team sorting

• bservations that we listed

individually on cards § We’re beginning to find patterns and sort them into a larger framework

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Exercise #4: Design Guidelines and Solution Brainstorm

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Exercise #4: Design Guidelines

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Step #1: Musts, Coulds and Shoulds § Time: 10 minutes § Format: Team § Task: Generate a list of musts, coulds, and shoulds for a service solution using a blank flip chart and any observations from the Lightning Inspiration and Experience Maps.

For example: HMW: make afterschool chores exciting and shared, instead of routine and individual?

Musts: § alleviate the burden of afterschool chores Coulds: § could allow for patrons to spend more time with people in their community § eliminate the burden of any of the the following: after-school pick-up, grocery shopping, meal planning and prep, laundry, clean-up, and homework Shoulds: § allow families to spend more time together § teach something

Exercise #4: Design Guidelines

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Hint: Look to gaps, pain points or needs on your experience map to define what a new service must/could/should do for your user.

Exercise #4: Design Guidelines

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Step #2: Crazy Eights § Time: 5 minutes § Format: Individual § Task: Every person at your table needs 8 half-sheets of paper. Using your experience map and what you know about your stakeholders and the design criteria, generate 8 ideas for solving the problem with a

• service. You will have 5 minutes to draw 8 service solution ideas on

your half-sheets. That’s 1 idea every 40 seconds…it’s crazy, but it’s a great way to crank out variations of ideas quickly, and turn off the perfectionism and self-editing.

Exercise #4: Design Guidelines

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Step #3: Solution Brainstorm § Time: 35 minutes (!?!) § Format: Individual § Task: Be honest, you’ve been waiting for this all day. Share-out your ideas around the table and decide on the one idea that best responds to the opportunity. Maybe you take a little of this and that and build on each other’s ideas. Maybe you want to break into 2 teams to explore 2 separate ideas for the remainder of the day. Don’t worry if it’s not perfect—we’re moving fast!

For example: The library offers group cooking classes for families every Thursday evening where both kids and adults can learn together and eat what they cook—without dirtying their own kitchen.

Develop The power of prototypes, pilots, and model demonstrations

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Why prototype?

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§ The goal is to experience some aspects of the service concept with customers or

• ther stakeholders in order to improve the

solutions before more resources are invested for the service to be realized § Save money, time, and resources § Prototyping as a research activity

What to prototype?

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LOW FIDELITY PROTOTYPE § Objectives: Help us test ideas quickly and cheaply. It should look and feel like a work in progress. § Examples: Paper prototypes, role- playing, hand-sketched screen mock- ups, cognitive walk-throughs (wearing the hats of different stakeholder profiles), 2 minute commercials, service design blueprints, business model canvases, etc... HIGH FIDELITY PROTOTYPE § Objectives: Helps us refine and polish idea with user

• feedback. It should look and

feel real. § Examples: Clickable interfaces of technological infrastructure, web pages, videos, 3D printed products

• r packaging, etc…

What to prototype?

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If it’s not logical or possible to prototype the full service experience, start with the highest risk assumptions.

KNOWN MORE CRITICAL LESS CRITICAL

Highest risk Assumptions

UNKNOWN

How to learn from your prototype?

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§ Build what you need The idea is to develop the prototype only to the level of fidelity that is needed to test the service idea and learn what you need to know § Measure Decide in advance of the research the metrics by which you will measure success (clicks, surveys, reactions, etc.) § Context Ideally, a service prototype is put in front of the user in the place, situation, and condition where the service will actually exist

A ‘WIZARD OF OZ’ PROTOTYPE

Exercise #5: Prototyping the Service

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Exercise #5: Prototyping the Service

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Service Design Blueprint and/or Business Model Canvas § Time: 30 minutes § Format: Team § Task: Use the next 30 minutes to dive into the details of your service. You may use the Service Design Blueprint or Business Model Canvas

• worksheets. Feel free to use the worksheets as a guide and instead

use post-its and whiteboard space to map it out on the wall.

Prototyping the Service

Service Design Blueprint § A tool that helps clarify the interactions between customers, employees, and digital touchpoints § Helps your team think about the frontstage activities that will impact the customer directly as well as the the backstage activities that the customer does not see but are critical to the success of your service innovation

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Prototyping the Service

Service Design Blueprint How to use: § Begin with a journey map

• f the customer

experience § Next fill-in the front stage touchpoints, including the physical evidence (or stuff), service employees (people), and digital & devices (digital touchpoints) § Finally, think about the backstage people, activities, and processes

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Prototyping the Service

Business Model Canvas § This tool helps teams visualize how each business aspect of the service aspect will come into place § Even though we might not typically think of library services as a business, this tool helps us think of innovative ways to reach people (channels) or develop key partnerships that can share the load

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Prototyping the Service

Business Model Canvas How to use: § Begin with the long columns, moving from right to left § Next, go into the squares to detail out the channels, resources, and activities needed to make the service happen § Finish with thinking about the potential cost and revenue streams. § If you’re unsure or have

• ptions, it’s okay! List it and

move on.

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Deliver Storytelling to build alignment

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What is storytelling in the context of design?

It is not… § a one-way street § passive § a bound final report § text-based § a single presentation or meeting

Storytelling is… continuous & evolving

§ The story should be viewed as a conversation

• vertime and not a one

time information transfer § Organize regular touch points so that everyone feels like they’re building the story together over the course of the project

DISCOVER INSIGHTS DEFINE PROBLEM DEVELOP SOLUTIONS DELIVER VALIDATION

iterate iterate

PHASE 1 PHASE 2 PHASE 3 PHASE 4

Launch project Immerse in the research Select an

• pportunity

area Advise on solution Refine based

• n pilot

insights

Storytelling is… a design activity

§ Think about you audience as your customer—what are their needs, pain points, motivators, and hopes for the project? § Design your space— rearrange tables and chairs, hang posters, find natural light, provide writing, drawing, and building materials. Attention to these details will signal that something is “different” from your typical meeting

Storytelling is… a research activity

CONFIDENTIAL

Decision-Making Worksheet

Rate the opportunity area according to the following criteria, where a higher score (5) is more positive than a lower score (1). Q u i c k s i l v e r : C o - S y n t h e s i s

O P P O R T U N I T Y A R E A : N A M E :

Value Prop: Core Lab Leaders Value Prop: Lab Techs Value Prop: Clinicians Value Prop: Patient Outcomes Behavioral Change

UNCLEAR CLEAR UNCLEAR CLEAR

People: User Needs

UNCLEAR CLEAR UNCLEAR CLEAR HI LOW

Competitive Whitespace Aligns with Trends: Healthcare Aligns with Trends: Technology

CROWDED OPEN NO YES

Context: Trends and Competitors

NO YES

Value Prop: Internal Stakeholders Aligns with Brand Position: Choose Transformation Aligns with Q Complexity: Build Complexity: Sell

UNCLEAR CLEAR NO YES

Company: ADD Vision

NO YES HI LOW HI LOW 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5 1 2 3 4 5

§ Like prototyping, storytelling should be viewed as a research

• activity. Use it as an
• pportunity to get

feedback and improve § One example is to use feedback worksheets with ‘sliders’ based on project goals that were pre-determined in the project kick-off meeting

CONFIDENTIAL

I like... I wish... I wonder.... Notes... Q u i c k s i l v e r : C o - S y n t h e s i s

O P P O R T U N I T Y A R E A : N A M E :

I like... I wish... I wonder.... Notes... Q u i c k s i l v e r : C o - S y n t h e s i s

O P P O R T U N I T Y A R E A : N A M E :

G U T C H E C K G U T C H E C K

1 1

CONFIDENTIAL

Storytelling is… visual & immersive

§ One of the most powerful storytelling tools is to make your audience feel like they were a part of the research process § Using tools like video clips, quotes, posters, and installations helps the audience feel closer to the process and better understand the solution § Have audience members act out the service experience

IMAGE COURTESY OF ROSENFELD MEDIA

Storytelling is…

• pening up for critique

§ When giving critiques in design, try to find the nuggets of good that can be built upon, and use that to balance the

• negative. Explain why

and be specific so you can build on the good ideas § When receiving a critique, it’s best to remain open and not get defensive, giving additional details only when necessary

Resource for additional information

Communicating the New By Kim Erwin

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Exercise #6: Tell your service story

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Exercise #6: Tell your service story

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Step #1: Prepare Your 2-minute Commercial § Time: 15 minutes § Format: Team § Task: Using the sketches, storyboards, flip charts, and post-its you’ve generated today, outline a less than 2-minute story about your concept. You are encouraged to act it out. Work fast because next we will be sharing our stories with the larger group!

Exercise #6: Tell your service story

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Step #2: Share it With the Group § Time: 35 minutes (6 teams x 5 minutes per team) § Format: Team § Task: Each team will have 2 minutes to share their commercial and then receive 3 minutes of feedback from the group

Take it and Own it Bringing today full-circle to bring value back to your home library

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Service Design Thinking is… a repeatable approach to problem-solving

DISCOVER INSIGHTS DEFINE PROBLEM DEVELOP SOLUTIONS DELIVER VALIDATION

iterate iterate

PHASE 1 PHASE 2 PHASE 3 PHASE 4

Launch project Immerse in the research Select an

• pportunity

area Advise on solution Refine based

• n pilot

insights

Recapping what we did today…

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• 1. Defined the Problem Statement(s) and

reframed into HMW opportunities

• 2. Selected a HMW opportunity to focus our

efforts and conduct contextual research for inspiration

• 3. Built empathy and generated Jobs to be

Done and Experience Maps to highlight user needs and pain points

Recapping what we did today…

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• 5. Used our Experience Maps to build our

design guidelines in the form of musts/coulds/shoulds

• 6. Conducted a solution brainstorm and

selected one solution to build a prototype in the form of a Service Design Blueprint

• r Business Model Canvas
• 7. Created a 2-minute commercial and

gathered feedback from the group

Exercise #7 (this is it people!) How might YOU?

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Exercise #7: How might YOU?

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Step #1: Write Your Library’s Problem Statement § Time: 3 minutes heads-down / 2 minutes shout-out § Format: Individual § Task: We recognize that each of you have pressing challenges and

• pportunities in your own local libraries. We’re giving you some time to

get started on one of these challenges today. Create a list of your library’s most pressing problem statements that you might like to tackle with a Service Design Thinking approach. After you’re finished we’ll go around the room and shout-out the problem statements we’re hoping to

• tackle. Keep an ear out for others with similar challenges and make

friends J

Exercise #7: How might YOU?

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Step #2: Generate HMW Questions § Time: 8 minutes § Format: Individual § Task: Using the HMW exercise that we kicked-off the day with, transform your problem statement into a list of HMW questions as a starting point for opportunity and inspiration.

Exercise 7: HMW Example

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POV: Working families have too many domestic after-school responsibilities to enjoy the library. Amp up the good: HMW create more quality time for families afterschool? Remove the bad: HMW eliminate domestic responsibilities afterschool? Explore the opposite: HMW make chores the most exciting part of the day? Question an assumption: HMW help working parents make the case for more flexible work schedules? Go after adjectives: HMW make afterschool chores exciting and shared, instead of routine and individual? ID unexpected resources: HMW put other programs (during the day or for the retired) to work to support the workload of working mothers? Create an analogy from need or context: HMW make limited afterschool hours feel like a family reunion? Play POV against the challenge: HMW make kids want to help with afterschool chores? Change the status quo: HMW make working parents feel less time-strapped? Break POV into pieces: HMW make afterschool programs fun for kids? HMW give mom more free time?

Exercise #8 I like, I wish, I wonder

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After school office hours

§ Members of the Design Concepts team will stick around after the session to answer any questions and even help with planning an approach to user research if you have a specific question in mind

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