Dias nummer 1images.thegovlab.org/wordpress/wp-content/uploads/2014/02/Jespe… · • About...
Transcript of Dias nummer 1images.thegovlab.org/wordpress/wp-content/uploads/2014/02/Jespe… · • About...
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Applying human-centred design to public problems
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Increasing the
legitimacy of
public
interventions
Political
epistemology
Theory of
knowledge
acquisition
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Agenda
• About MindLab (why human-centred
design?) • Experience: transforming the Danish
employment system • Other case perspectives • Implications of applying human-centred
design to public problems.
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About MindLab
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Crisis? Or challenge to ‘known’ solutions?
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• making the abstract concrete
(screendump)
Coping with
complexity
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Increasing the legitimacy of the public sector
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MindLab: short-circuiting bureaucracy from within
Politics &
regulation
Strategy & organisation
Managers and employees
Citizens, Enterprises, NGOs
Top management
Society
Innovation processes & measurement
MindLab Other stake- holders
Other public sector organisations
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ANALYSIS Insights
Visualization
Pattern recognition
SYNTHESIS Prioritising
Ideation
Concept development
CREATION Prototyping
Testing
Implementation
KNOWLEDGE Project scoping
Understanding the problem
User research
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The systematic process of creating new solutions with people, not for them: • Broader scope of people [citizens+]
• New mode of knowledge [qualitative, first-hand]
• Different kind of process [design-driven, iterative]
• New kinds of human-centred public service systems
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Transforming
the Danish
employment
system
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Transforming the Danish employment system
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Addressing the gyroscope problem
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Challenge #1
The public service system is
inefficient, too expensive and
creating bad outcomes and
service experiences
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Challenge #2
Reforms rarely create the politically intended outcomes
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Challenge #3
New initatives are
attempting to introduce a
paradigm shift in the
employment system and in public services in general
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Reforming early
pensions and flexjobs
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What is going on out there?
• The practical reality of the municipalities
• Case workers
• Rehabilitation meetings
• Citizens’ service journeys
• Executives in job centres og administrations
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Looking at the
journey in the
service system
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Creating professional empathy
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Rediscovering
the problem
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And what
does it imply?
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Rehearsing
the future
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How will
people respond?
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Working with
the systemic
implications
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Rethinking public policy through human-centred design
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ANALYSIS Insights
Visualization
Pattern recognition
SYNTHESIS Prioritising
Ideation
Concept development
CREATION Prototyping
Testing
Implementation
KNOWLEDGE Project scoping
Understanding the problem
User research
Rethinking public policy through human-centred design
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Systemic innovation: a shift towards…
• Systems and empathy
• Unscripted and adaptive service system
• Relational governance
• Distributed change movements
• Emphasizing the local and continuously
providing context
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Innovation in governance and public policy
• Outcomes, not solutions
• Experimentation
• New authority role • ‘Useful’ evidence (insight, contextual,
qualitative, iterative)
• Rethinking policy → public design
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Cases
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From digitally incompetent to digitally self-reliant
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New Nordic School
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Redefining the task
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Co-designing better outcomes for vulnerable families ACT Government / ThinkPlace / MindLab
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A platform for public-
private innovation
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Case Getting back to a meaningful life
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What are the implications of
applying human-centred
design to public problems?
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#1 It is based on a different political
epistemology of state
interventions; the nature and
scope of knowledge and
processes in which the state is
rediscovering the public and its problems
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#2
It is not a direct answer to
dealing with wicked
problems, but a way
productive way of coping
with them
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#3
It involves centralized
decentralization – a new
dialogue and relationship of
governance between the
national and the local
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#4
It is always systemic – and it
not only transforms systems,
but also transform
perceptions of what systems
can be
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#5
It relies on a new culture of
decision-making and
institutionalizing a new capacity
to explore, learn, shape and
adapt practice over time
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Outcomes, not solutions How will investments in new practices rather than solutions effect our practices of legitimisation and evaluation when the outcomes are built around continuous processes of learning and exploitation? Experimentation as a core approach What are the legitimate spaces and stages for experimentation in public policymaking and how can risks be managed (not avoided)? Exercising a new authority role How do you go from ‘authorization’ to facilitating ‘authorizing environments’? ‘Useful’ evidence What is ‘useful’ evidence for making decisions and how can different standards of evidence be applied? (Both representation and evaluation) Policy → Public design How can policy facilitate a more dynamic relationship between policy and practice and allow for iterative feedback, imperfection and unpredictability?