keynote #3 when policy meets design by jung joo lee

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?

Thank you. Q&A

Jung-Joo Lee jjlee@nus.edu.sg

servicedesignlab.net