WS – Day 2Designing new online support services for woman that have experience violence or threat of violence

Andrea Botero/ Mariana Salgado /Sanna MarttilaAalto School of Arts, Design and Architecture – Media Dept.

Working  with  the  Third  Sector

Noora Jokinen

Exercise  #2- Present the ideas we elaborate yesterday- Group discussion and critic

Some  basic  vocabulary  (jargon)

•Customer journey •Touchpoint•Front Stage (front-end) / Back

Stage (Back-end)•Line of visibility/interaction•Blue print

Customer  Journey  

The customer journey is a vivid, but structured abstraction that maps the journey (time/movement) of a person experiencing a service, together with the interactions and relations she has with objects, people, spaces, information, etc.

Customer journeys are usually visualized through a timeline with different temporal divisions (before-during-after) in order to both design the service and communicate abut it.

You can see this video about it: http://www.youtube.com/watch?v=96gxo-AH638

Basic  components  of  a  customer  journey  (Based  on    Manning  &  Bodine 2012,  p.  9)  

Map  by  Mel  Edwards  2012  Available  in  high  res  here:  https://desonance.files.wordpress.com/2012/07/cxexample_highres_desonance.pdf

Customer Journey Mapping Game by Paul Kahn (Mad Pow) & Christophe Tallec (Uinfoshare)

FINDING & RECOMMENDATIONS FOR ALIGNING OGT SERVICE TOUCHPOINTSRadarstation

Image from Frog Design

Map by Minna Ristolainen

Touchpoints

Referred to as the “tangibles” that make up the experience of using a service. E.g: spaces, artifacts, interfaces, people.

They can have many forms: Leaflets, bills, posters, interfaces, cards, customer service roles

You can see this video about it: http://www.youtube.com/watch?v=96gxo-AH638

Source:  Clarity  Group  – Touchpoints of  a  service  mapped  against  the  customer  journey

Image Some rights reserved by Jen Beever

Blueprint

A blueprint is a visual schematic that includes the perspectives of the person using the service AND the service provider (and any other relevant parties that may be involved). It shows how the different service components link into each other –showing the different touchpoints and options customers have to choose from and how the internal workings support those choices. It is a tool for mapping/defining out the processes that constitute the service.

The technique was first described by Lynn Shostack, a bank executive, in Harvard Business Review in 1984.

See examples in: http://www.servicedesigntools.org/tools/35

Blueprint

License-­ Some  rights  reserved by  bschmove

Extracted  from  the  article  Service  Blueprinting:  A  practical  technique  for  Service  Innovation  by    Mary  o  Bitnet

Actors/Network  Mapping

A social network analysis tool that uses interviews and mapping to help people understand, visualize, discuss, and improve situations in which many different actors influence outcomes. It can be called Actor Map or Net-map toolbox or Service Ecology Map.

Focus on people or organizations involved in a service.

Actors  Map

Image  CC  by  netmaptoolbox

http://servicedesign.wikispaces.com/Actor+network+mapping

http://gsadesignglossary.com/ecology-­map.html

Concept  Map

A concept map is a diagram showing the relationships among concepts. It is a graphical tool for organizing and representing knowledge.Concepts, usually represented as boxes or circles, are connected with labeled arrows in a downward-branching hierarchical structure. The relationship between concepts can be articulated in linking phrases such as "gives rise to", "results in", "is required by," or "contributes to".[1]The technique for visualizing these relationships among different concepts is called "concept mapping". (From Wikipedia)

LicenseSome  rights  reserved by  rkdg  portfolio

LicenseSome  rights  reserved by  Andrea  Hughes

License  Some  rights  reserved by  madartsfactory

Concept  Map

License    Some  rights  reserved by  activeside

They are tools that could be used with clients, end-users and other stakeholders.

They are used during the design process to explore and negotiate and understand the challenges of a service.

They are used in workshops together to co-design possible future solutions.

They are used to visualize the end results.

A combination of them are usually present in the same project.

- open new ways of thinking on a problem

- sparkle ideas from the team

- help you realize where the problem is

-support your critical thoughts on a certain project/service

- bring new aspects in the discussion

- allow complex issues to be discussed.

Why?License    Some  rights  reserved by  yish

Further reading

New Representation Techniques for Designing in a Systemic PerspectiveBy Nicola Morelli and Christian Tollestrup

Communicating though Visualizations: Service Designers on Visualizing User Research.By Fabian Segelström

Visualities - Communication tools for (service) designBy Chiara Diana, Elena Pacentti and Roberta Tassi.

Exercise  #3- Review existing Naisten Linja services- Pick one and create a customer journey / blue print map of the service with the info we have- Identify knowledge gaps, problems, opportunities, etc

Exercise  #  4- Topics: -1) Recovery/ peer support / professional support-2) Identification of the problem-3) Digital Stalking

- Each group (2 people) pick one topic and start elaborating on it

-3Pm presentation

Refine  and  elaborate  ideas

6 Thinking HatsEdward de Bono (1985)

This presentation is  (shamelessly)  based on  a  slideset found at  Slideshare which we have modified.  

• The 6 Thinking Hats is a tool for (creative) thinking and structured group discussion.

• Each color represents one perspective, there are 6 different ones.

• The main idea is to have the group only “wear one hat at a time” when considering a problem/idea.

The wearing of the hat is metaphorical.

The  Unique  Blue  HatThe blue hat is different from the other hats because it is involved with directing the thinking process itself. We are actually using the blue hat whenever we suggest the next hat to be used.The blue hat need not be acknowledged at every turn however there are some points which it is often helpful i.e.,

1. At the outset of a discussion – Lets decide what we want to think about and which hats we will use?

2. At a midpoint to restate the thinking goal – I think we are getting away from what we wanted to talk about. Can someone recall what we decided to talk about?

3. At the end to summarise what thinking has been done –Think of a sentence that tells about what we have been doing today?

Single  Hat  and  Sequence  UseThe hats can be used singly at any point in thinking.

In general, this is the major use. The hats are used as a convenience for directing thinking and for switching thinking.

Simple sequences of two or three hats may be used together for a particular purpose. For example,

the yellow hat followed by the black hat may be used to assess an idea.

The black hat followed by the green hat may be used to improve a design.

Evaluation Sequence

To discover the positive aspects and negative aspects of an idea. You use the yellow hat before the black hat. You could follow up with the green hat (new ideas)and red hat (feelings) thinking.

Caution Sequence

Looking critically at situations. You are first considering facts with the white hat.

Then use the black hat to discover difficulties. This can be followed up with some blue hat or red hat thinking.

Design Sequence

Encourage participants to create new ideas, products or improvements to existing designs. Use the blue, green and red hats.

Other Sequences

Red + WhiteComparing fact and opinionBlack + Yellow + GreenComparing and synthesising (coming up with

new ideas from the known)White + BlueWhat do we know (facts) and where are we going

(planning)

Task  for  tomorrow

• Read: Carroll, J. M. (1999). Five Reasons for Scenario-Based Design. In Proceedings of the Thirty-Second Annual Hawaii International Conference on System Sciences-Volume 3 - Volume 3 (p. 3051–). Washington, DC, USA: IEEE Computer Society. Retrieved from http://dl.acm.org/citation.cfm?id=874070.876055

• Use the 6 thinking hats to evaluate and refine your ideas (2)