melbourne service jam toolkit

SERVICE JAM TOOLKIT

THE 5 PHASES

1. Inspiration

2. Understanding

3. Shaping

4. Mapping

5. Presentation

WHAT IS SERVICE DESIGN?

The 5 Principles of Service Design Thinking

1. User- centered

Services should be experience through the customers eyes

2. Co-creativeAll Stakeholders should be included in the service design process

3. SequencingThe service should be visualised as a sequence of interrelated actions

4. EvidencingIntangible services should be visualised in terms of physical artefacts

5. HolisticThe entire environment of a service should be considered

Service design is empathetic, multidisciplinary and requires a holistic understanding of the service ecosystem. The designer facilitates co-creation of value with all individuals who come in contact with the

service system.

Schneider, J & Stickdorn, M 2010, This is Service Design Thinking, BIS Publishers, Amsterdam

INSPIRATION

- Use theme for inspiration

- Can you think of a need that is unfuliflled?

- Brainstorm services you think are successful and unsuccessful. Why?

- Choose a type of need or service to work with

DT for Ed | Toolkit

Brain-storming RulesThese seven rules will make your brainstorming session focused, effective and fun. Introduce them at the start of every brainstorm, even if they merely serve as a reminder for experience participants.

Defer judgement. There are no bad ideas at this point. There will be plenty of time to narrow them down later.

Encourage wild ideas. Even if an idea doesn’t seem realistic, it may spark a great idea for someone else.

Build on the ideas of others. Think “and” rather than “but.”

Stay focused on topic. To get more out of your session, keep your brain-storm question in sight.

One conversation at a time. All ideas need to be heard, so that they may be built upon.

Be visual. Draw your ideas, as opposed to just writing them down. Stick figures and simple sketches can say more than many words.

Go for quantity. Set an outrageous goal—then surpass it. The best way to find one good idea is to come up with lots of ideas.

IDEATION

Saturate and Group METHOD

You space saturate to help you unpack thoughts and experiences into tangible and visual pieces of information that you surround yourself with to inform and inspire the design team. You group these findings to explore what themes and patterns emerge, and strive to move toward identifying meaningful needs of people and insights that will inform your design solutions.

Saturate your wall space (or work boards) with post-its headlining interesting findings (see “Story Share-and-Capture”) plus pictures from the field of users you met and relevant products and situations.

In order to begin to synthesize the information, organize the post-its and pictures into groups of related parts. You likely have some ideas of the patterns within the data from the unpacking you did when producing the notes. For example, you may have seen and heard many things related to feeling safe, and many things regarding desire for efficiency. Within the group of ‘safety’, go beyond the theme and try to see if there is a deeper connection that may lead to an insight such as “Feeling safe is more about who I am with than where I am”. Maybe there is a relation between groups that you realize as you place items in groups – that safety is often at odds with users’ desire for efficiency. Try one set of grouping, discuss (and write down) the findings, and then create a new set of groups.

The end goal is to synthesize data into interesting findings and create insights which will be useful to you in creating design solutions.

It is common to do the grouping with post-its headlining interesting stories from fieldwork. But grouping is also useful to think about similarities among a group of products, objects, or users.

:: 14 ::

Why-How Laddering METHOD

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-

As a general rule, asking ‘why’ yields more abstract statements and asking ‘how’ yields specific statements. Often times abstract statements are more meaningful but not as directly actionable, and the opposite is true of more specific statements. That is why you ask ‘why?’ often during interviews – in order to get toward more meaningful feelings from users rather than specific likes and dislikes, and surface layer answers. Outside an interview, when you think about the needs of someone, you can use why-how laddering to flesh out a number of needs, and find a middle stratum of needs that are both meaningful and actionable.

When considering the needs of your user, start with a meaningful one. Write that need on the board and then ladder up from there by asking ‘why’. Ask why your user would have that need, and phrase the answer as a need. For example, “Why would she ‘need to see a link between a product and the natural process that created it’? Because she ‘needs to have confidence that something will not harm her health by understanding where it came from’.” Combine your observations and interviews with your intuition to identify that need. Then take that more abstract need and ask why again, to create another need. Write each on the board above the former. At a certain point you will reach a very abstract need, common to just about everyone, such as the ‘need to be healthy’. This is the top of that need hierarchy branch. You can also ask ‘how’ to develop more specific needs. Climb up (‘why?’) and down (how?) in branches to flesh out a set of needs for your user. You might come up to one need and then come back down. In the previous example, you climbed up to the ‘need to understand where a product came from’. Then ask ‘how’ to identify the ‘need to participate in the process of creating a product’. There will also be multiple answers to your ‘whys’ and ‘hows’ – branch out and write those down. The result (after some editing and refining) is a needs hierarchy that paints a full picture of your user or composite user. Alternatively, you can use this tool to hone in on one or two particularly salient needs.

:: 20 ::

UNDERSTANDING(empathy)

- Understand the values and needs of the customer who will be using your service

- Who is this customer?

- What does the holistic service look like? Who does it directly or indirectly involve, in or out of the business?

- Keep in mind not just organisational structure, but the entire ecosystem that the service affects and operates in

- Focus on understanding the people in and around the service

Composite Character Profile METHOD

The composite character profile can be used to bucket interesting observations into one specific, recognizable character. Teams sometimes get hung up on outlying (or non-essential) characteristics of any of a number of particular potential users, and the composite character profile is a way for them to focus the team's attention on the salient and relevant characteristics of the user whom they wish to address. Forming a composite character can be a great way to create a "guinea pig" to keep the team moving forward.

The composite character profile is a synthesis method whereby the team creates a (semi)-fictional character who embodies the human observations the team has made in the field. These might include "typical" characteristics, trends, and other patterns that the team has identified in their user group over the course of their field work.

In order to create a composite character profile, a team needs to have unpacked its field observations and saturated its team space. After this is done, a team should survey across the individual users it encountered in the field to identify relevant dimensions of commonality and/or complementarity – these dimensions could be demographic information, strange proclivities and habits, or sources of motivation, to name only a few. After several dimensions of commonality have been identified, list these features of the user; if there are any dimensions of complementarity (those which may not be shared by all users, but are interesting to the team and not necessarily mutually exclusive), the team should add these as well. Last, give your character a name, and make sure every member of the team buys into the identity and corresponding characteristics that the team has created.

:: 17 ::

http://www.servicedesigntools.org/tools/13

SHAPING

- Get a little deeper into the structure of your service

- What experiences will customers have? What experiences do they want to have?

- What does the holistic service look like? Who does it directly or indirectly involve, in or out of the business?

- Think not just about organisational structure, but the entire ecosystem that the service affects and operates in

http://www.servicedesigntools.org/tools/108

MAPPING

- Refine and finalise the details from the shaping phase

- Start to map out these details of your service into final presentable formats

- Mapping formats from the shaping phase can be used as final presentation grids/tables, etc, if appropriate

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http://businessmodelgeneration.com/canvas

PRESENTATION

- This is the easy part! Use the finalised maps you created in the ‘mapping’ phase as presentation tools.

- Rehearse, rehearse, rehearse!

DT for Ed | Toolkit

StepBuild the Experience

EVOLUTION | 12.2

Pitch Your Concept

ModeInteraction

A credible and inspiring story will help convince others to support your concept. Build your pitch to motivate others to help bring the idea to life.

What it gets you A story that can convince potential supporters of your concept’s strength.

What to keep in mindBegin by communicating what excites you the most—talk about the opportunity and the bigger ideas rather than small details. This enables others to see the value and contribute to the concept.

Know your audienceThink about who you are trying to get excited about your idea. Put yourself in the shoes of the listener: what will get them inter-ested in your idea? What will they be motivated by?For example:» For educators: how is it

going to help me do my job? How is it going to help my students suc-ceed?

» For administrators: How does this affect the way our school is viewed?

» For parents: how is this going to help my child succeed in school?

» For students: how is it going to make learning more fun?

» For potential team mem-bers: why would I want to be part of this? What’s in it for me?

Highlight the potentialCreate a provocative statement for your idea. Get your audience excited about the opportunities you see. Frame it as “What if…?”

Build a narrativeTell a brief and engaging story, focusing on the most important aspects of your concept. Describe what inspired your idea, and how it responds to the needs you learned about.

Communicate the valueExplain the value your idea provides for the vari-ous people involved. Be explicit and illustrative in your descriptions.

Be specific about your needsBe clear about what you want from your audience. Draw from your list of needs and communicate what support you need.

Encourage contributionInvite others to join the conversation or help build the concept. Consider engaging your audience in an activity that lets them experience and participate in the design process.

Time TypeContinuous

Team2-4 People

1.

3.

5.

6.

2.

4.

Time Needed~45-60 mins

CREDITS

This toolkit has been collated by Stefanie Di Russo forthe 2012 Melbourne Service Jam. All content is credited to IDEO, Stanford d.School, Service Design Tools, Business Model Generation and This is Service Design Thinking.

Methods collated for this toolkit can be found from thefollowing sources:

D.School Bootcamp Bootleg

http://dschool.typepad.com/news/2010/12/2010-bootcamp-bootleg-is-here.html

IDEO Toolkit for Educators

http://www.ideo.com/work/toolkit-for-educators

Service Design Tools

http://www.servicedesigntools.org/

Business Model Generation

http://www.businessmodelgeneration.com/

This is Service Design Thinking (hardcover book)

Developed by Marc Stickdorn and Jakob Schneider2010, BIS Publishers. AmsterdamISSN: 978-90-6369-256-8

melbourne service jam toolkit

Design

abstract need

service design process3

type of need

amsterdamservice design

design team

sequencingthe service

increating design solutions

meaningful needs ofpeople