RBUP Øst & Sør (Regional children & Adolescent psychiatric department) Oslo, Norway, 2012
RBUP wanted test out the applicability of service design in psychiatry. Our main focus was on children and families with ADHD. (Oslo, Norway 2012)
Through 3 sets of qualitative home-interviews with parents of children with ADHD-diagnosis, we found the sweet spot for creating the smallest possible change with the largest effect. This was the transition between kindergarten and school.
Our perspective was that we need to help all kids and not only just the troubled kids, this to fight the negative stigma around mental diseases in society as well as we wanted fewer kids to be diagnosed.
When we helped the parents and school to be more prepared to receive the troubled kids, we made the information flow better through a set of physical meeting and a notebook where information was gathered by kindergarten and parents.
The different affected parties helped us co-design the experience and they also ran the 5-month pilot on their own. This was essential to create engagement and also make the pilot work. To prove the effect of using the service design perspective; data was collected throughout the whole pilot and will result in a paper written by RBUP.
Through 3 sets of qualitative home-interviews with parents of children with ADHD-diagnosis, we found the sweet spot for creating the smallest possible change with the largest effect. This was the transition between kindergarten and school.
Our perspective was that we need to help all kids and not only just the troubled kids, this to fight the negative stigma around mental diseases in society as well as we wanted fewer kids to be diagnosed.
When we helped the parents and school to be more prepared to receive the troubled kids, we made the information flow better through a set of physical meeting and a notebook where information was gathered by kindergarten and parents.
The different affected parties helped us co-design the experience and they also ran the 5-month pilot on their own. This was essential to create engagement and also make the pilot work. To prove the effect of using the service design perspective; data was collected throughout the whole pilot and will result in a paper written by RBUP.
Ruter Customer Strategy (Oslo Public Transportation) Oslo, Norway 2012
Ruter wanted us to help them incorporate the understanding of their travellers need into their projects, process and culture.
We have been helping Ruter the last 4 years with understanding their travellers and therefor also knew the organization well.
Through close collaboration with a selected group of employees we created a set of hierarchical needs and criteria’s based on qualitative interviews. The Ruter employees participated in the interviews as well as workshops, where we synthesized the insights created ideas as well as gave us further insight into how a customer strategy would be most successful for the organization.
One of our key learning’s was that if you are working with strategies you need to collaborate better and more direct with top-management as they needed a different outcome compared to the employees in our group. Combining these two levels while mainly working with the employees was difficult, but we created a package that contained top level vision, criteria’s for evaluating projects, lists over the most important changes that needed to be done as well as blueprints of the travellers journey.
We have been helping Ruter the last 4 years with understanding their travellers and therefor also knew the organization well.
Through close collaboration with a selected group of employees we created a set of hierarchical needs and criteria’s based on qualitative interviews. The Ruter employees participated in the interviews as well as workshops, where we synthesized the insights created ideas as well as gave us further insight into how a customer strategy would be most successful for the organization.
One of our key learning’s was that if you are working with strategies you need to collaborate better and more direct with top-management as they needed a different outcome compared to the employees in our group. Combining these two levels while mainly working with the employees was difficult, but we created a package that contained top level vision, criteria’s for evaluating projects, lists over the most important changes that needed to be done as well as blueprints of the travellers journey.
Johnson & Johnson Global Strategic Design Office, New York City, USA, 2011
The medicinal drugs industry are facing challenges with decrease in earnings from the production of drugs and need to look for new ways of creating value around their drugs. They see the potential in developing a portfolio of services around the drugs.
We went over to work at their office in NYC for six weeks to help them design and select the right services for these patients that would receive this drug. J&J customer is the physician, but they are starting to understand that they also need to look at the patients and their caregivers to create a winning product-service-offering. The project started with talking to experts in the system then we created a set of services that we role-played in the physician’s office and let the patient and caregiver use a set of services over a week. After the pilot we video-interviewed them about the experience. We delivered a set of suggestions of further testing of certain parts of the service offering as well as a patient blueprint of the services and what needed to be done front-stage as well as back-stage.
Ruter timetables and maps, Oslo Norway, 2012
« Livework made us realize how important qualitative research is before we design touch-points»
Ruter is responsible for public transportation in the Oslo region. Together with Grid they have been designing new timetables and maps.These was designed to be easier for travelers who are visually impaired, new to the system or regular travelers to understand and use. Grid and Ruter needed our help to understand how the changes worked for the travelers.
This was the second part of a an exploratory study conducted by us a couple of months earlier on timetables.
For this test we tested both their new timetables and a map at a tram station over two days. We invited 5 travellers for an hour interview each and grabbed hold of 15 people from the streets which we asked single questions. The questions was formed as tasks which the travelers was going to solve by using the printed touch points.
We learned that where we had done previous research and given guidelines, the design worked very well(timetables). Where there was no previous research done and no guidelines, the touch points was not very useful for the travelers(map). Another problem was that the two touch points had not been designed together, so there were a lot of confusion between the meanings of color and signs, when travelers used both touch points to find the answers.
We delivered a detailed overview on what worked and what didn't work, as well as visual and textual suggestions on how to improve the touch points.
Ruter is responsible for public transportation in the Oslo region. Together with Grid they have been designing new timetables and maps.These was designed to be easier for travelers who are visually impaired, new to the system or regular travelers to understand and use. Grid and Ruter needed our help to understand how the changes worked for the travelers.
This was the second part of a an exploratory study conducted by us a couple of months earlier on timetables.
For this test we tested both their new timetables and a map at a tram station over two days. We invited 5 travellers for an hour interview each and grabbed hold of 15 people from the streets which we asked single questions. The questions was formed as tasks which the travelers was going to solve by using the printed touch points.
We learned that where we had done previous research and given guidelines, the design worked very well(timetables). Where there was no previous research done and no guidelines, the touch points was not very useful for the travelers(map). Another problem was that the two touch points had not been designed together, so there were a lot of confusion between the meanings of color and signs, when travelers used both touch points to find the answers.
We delivered a detailed overview on what worked and what didn't work, as well as visual and textual suggestions on how to improve the touch points.
Madshus (Cross-country ski production) Biri, Norway, 2012
« We never thought we could accomplish so much in so little time» Madshus
Madshus started a service-focused initiative early 2012, with several workshops trying to understand what would be new great business opportunities. This initiative was based on new technological improvements, which could have great value for end-users.
Livework held the last of the initial workshops and concluded their idea-gathering process. This was the first workshop held with mainly Madshus employees and also their first encounter with service design.
The workshop was mainly focused on getting ideas and then choosing a few of them to pilot. As this was their first experience with user-focused innovation process for Madshus, no user-research had been done yet. We had to let them imagine the lifecycles, problems and solutions based on their own experience.
Madshus started a service-focused initiative early 2012, with several workshops trying to understand what would be new great business opportunities. This initiative was based on new technological improvements, which could have great value for end-users.
Livework held the last of the initial workshops and concluded their idea-gathering process. This was the first workshop held with mainly Madshus employees and also their first encounter with service design.
The workshop was mainly focused on getting ideas and then choosing a few of them to pilot. As this was their first experience with user-focused innovation process for Madshus, no user-research had been done yet. We had to let them imagine the lifecycles, problems and solutions based on their own experience.
Calming Technology Lab Stanford
Spring 2011 I did a course at Stanford at the Persuasive technology Lab at Stanford, under BJ Fogg( bjfogg.com). We explored how we can change behavior by using the smallest change possible and still have an effect. Our topic was calming behavior. Over a 10 week period I created 4 different experiments and got 45 people to participate. I started with focusing on yoga practitioners at Avalon Yoga studio, as I assumed they would have more incentives and also know how to be calm. But I found out that the motivation is not a critical for behavior change as changing the mindset of an already existing behavior. I also found out that depending on the different type of behavior you want to enhance you have to be careful with the type of technology platform you are using. If you are wanting a change in awareness, Facebook is a bad technology platform to use, as Facebook creates a "comparison"-awareness and not an awareness that calms you down. All the projects was made through already existing technology platforms, to quickly test them, and they never lasted more than 5days each.
Please see more here:
http://smallviewsbigworld.blogspot.com/2011/05/welcome-to-small-views-in-big-world.html
http://www.slideshare.net/ChristinStaubo/presentatiion-social-calm-cstaubo-8207489
http://cs377t.posterous.com/
I am currently part of the Calming Technology lab at Stanford, where we are writing papers on how to successfully create calming behavior through technology.
Please see more here:
http://smallviewsbigworld.blogspot.com/2011/05/welcome-to-small-views-in-big-world.html
http://www.slideshare.net/ChristinStaubo/presentatiion-social-calm-cstaubo-8207489
http://cs377t.posterous.com/
I am currently part of the Calming Technology lab at Stanford, where we are writing papers on how to successfully create calming behavior through technology.