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UNDERSTANDING YOUR SERVICE USERS AND BENEFICIARIESHow can design thinking add value to your venture?
Accelerator Training
29 April 2013
Catherine Russell
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THE FOCUS OF TODAY
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INTRODUCTIONS
- About you- What do you hope to get out of
today - Tell a story about someone who is a
user or beneficiary of your organisation…
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AN INTRODUCTION TO (SOCIAL) DESIGN
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A CYCLE OF GENERATING AND REFINING IDEAS:
EXPLORING,DISCOVERING
Gathering insight.
Building understanding about a particular social issue or a particular service.
Talking to as many people as you can: users, staff, volunteers etc.
MAKING SENSE,DEFINING
Being inspired by the insight.
Making the research useful and usable.
Understand what needs to change and why.
PROPOSING,DEVELOPING
Work up ideas, activities, or projects which address the issue you’ve identified.
Generating multiple ideas
Prototyping different variations.
DELIVERING,ITERATING
Iterating ideas.
Continual learning and improvement.
Refer back to previous methods as appropriate, e.g. testing new iterations, or revising research
time
Expl
orin
g
Prop
osin
g
Making sense
Iterating
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HOW DO YOU GAIN INSIGHT?
GAINING INSIGHT:
• Day-in-the-life of studies
• Reflective diaries • Ethnographic
interviews• Asking the
unexpected
MEET EVA
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FIRSTLY, TAKE A STEP BACK…
Thinking and feeling
Saying and doing
GainPai
n
Hearing
Seeing
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NOW, THE ASPIRATION…WHAT IS THE CHANGE YOU ARE LOOKING TO MAKE?
Thinking and feeling
Saying and doing
GainPai
n
vHearin
gSeein
g
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NOW, WHAT IS PEOPLE’S EXPERIENCE OF YOUR
VENTURE OR PROJECT?
USER JOURNEY MAPPINGFrom a blueprint to a specific user journey
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HOW DOES YOUR VENTURE CENTRE AROUND USERS?
SERVICE ECOLOGY MAPS
Put the people you are working with at the centre, along with assets and resource that are central to working with them Put assets and
resources that are less essential towards the edge
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WHAT IS THE STORY OF THEIR EXPERIENCE?
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STORYBOARDING:Create your own:
How will someone become aware of the project?
What will make them decide to get involved?
What will their initial experience be?
What will their on going experience be?
Etc… Is there an end-point?
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LUNCH
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THE FOCUS OF TODAY
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THEORY OF CHANGE
• As focus on outcomes for the individual, not outputs • How does these outcomes link to long-term impact? • It makes you clearly define the outcomes and how
you will achieve them • It tests underlying assumptions you may have about
your work
CONSIDERING A THEORY OF CHANGE:
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Step 1
• The long-term aim
Step 2
• What are the outcomes associated with this?
Step 3
• What are the “pre-conditions”?
Step 4
• What activities/interventions achieve these?
Step 5
• What are the assumptions made?
Step 6
• How will you show the change you make?
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Identify your goal. What does success look like?
The goal must be:• Clear• Understood• Realistic but ambitious• Defined• Succinct
Step 1• The long-term aim
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TEMPLATE INSERT
OVERALL AIM OF
ORGANISATION
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• What needs to happen for this to be achieved?
• What are the outcomes?• Aim for between 4 and 6 outcomes
Step 2
• What are the outcomes associated with this?
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TEMPLATE INSERT
OVERALL AIM OF
ORGANISATION
INSERT GOAL (1)
INSERT GOAL (2)
INSERT GOAL (3)
INSERT GOAL (5)
INSERT GOAL (4)
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• Think backwards!• Think of the last change that needs
to happen before reaching the ultimate goal
• Then what needs to happen before that? Etc.
• Come up with 3-5 preconditions at each level
Step 3• What are the “pre-conditions”?
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TEMPLATE INSERTOVERALL AIM
OF ORGANISATION
INSERT GOAL (1)
INSERT GOAL (2)
INSERT GOAL (3)
INSERT GOAL (5)
INSERT GOAL (4)
PRE-CONDITIONS
PRE-CONDITIONS
PRE-CONDITIONS
PRE-CONDITIONS
PRE-CONDITIONS
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• Aligning activities with outcomes• What needs to be done to achieve
the outcomes? • What activities result in
preconditions being met?• What do you currently do in the
organisation to help achieve the outcomes set out?
• “We do…. with young people… to achieve….”
Step 4• What activities/interventions achieve
these?
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TEMPLATE INSERTOVERALL AIM
OF ORGANISATION
INSERT GOAL (1)
INSERT GOAL (2)
INSERT GOAL (3)
INSERT GOAL (5)
INSERT GOAL (4)
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PRE-CONDITIONS
PRE-CONDITIONS
PRE-CONDITIONS
PRE-CONDITIONS
PRE-CONDITIONS
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TEMPLATE INSERT
OVERALL AIM OF
ORGANISATION
INSERT GOAL (1)
INSERT GOAL (2)
INSERT GOAL (3)
INSERT GOAL (5)
INSERT GOAL (4)
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Step 5• What are the assumptions made?
• Does this approach make sense?• Is there anything that you are taking
for granted?• Does this approach rely on the actions
of anyone else?• Are the assumptions plausible?• Can you explain and justify these
assumptions?
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TEMPLATE INSERT
OVERALL AIM OF
ORGANISATION
INSERT GOAL (1)
INSERT GOAL (2)
INSERT GOAL (3)
INSERT GOAL (5)
INSERT GOAL (4)
EV
IDEN
CE
AC
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ASSUMPTIONS
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Step 6
• How will you show the change you make?
• What outcomes should be measured? • They must be • Measurable (by you)• Ideally unique
• What would the outcome look like if you saw it? Think about this from the perspective of staff, young person and the outside world
• E.g. Confidence: • What does this look like (ie indicators of
confidence), • How can you measure these indicators• How do we know the outcome has been
achieved? • How will you measure the outcomes? (Data,
tools etc)
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