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In/visible - Shaping Social Structure through Service Design

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Presentation Slides from Global Service Design Conference, Toronto 2019

In/visible - Shaping Social Structure through Service Design

  1. 1. Photo: The Veritas Forum
  2. 2. A narrow focus on the design of services does not account for the invisible systemic relationships and interdependencies that need to be transformed to realize long-term change. Problem
  3. 3. Three Horizons of Service Design Three Horizons Framework adapted from Hodgson & Curry (2008)
  4. 4. Lessons from Experio Lab Sweden
  5. 5. First Line Project
  6. 6. First Line Project
  7. 7. Quality of Life Project
  8. 8. Photo: Logiwaste
  9. 9. Chronically Engaged Project
  10. 10. Patient Journey Project
  11. 11. Chronically Engaged Project
  12. 12. Chronically Engaged Project
  13. 13. Test Tube Trip Project
  14. 14. Test Tube Trip Project
  15. 15. Respectful Meetings Project
  16. 16. Respectful Meetings Project
  17. 17. Shifts in Assumptions product designer cognitive externality ‘out there’ neutral process everyone embodied materiality ourselves political From To
  18. 18. Service Design is a Process of Shaping Social Structures
  19. 19. Social Structures as the Materials of Service Design Institutional Pillars adapted from Scott (2014)
  20. 20. We Need a Different Process Model Adapted from UK Design Council Double Diamond
  21. 21. A Model for Service Ecosystem Design
  22. 22. Core Processes
  23. 23. Patient Journey Project
  24. 24. Reflexivity people’s awareness of the social structures enacted by themselves and others
  25. 25. Reformation people’s efforts to intentionally shape social structures toward prefered futures
  26. 26. Nested Individual & Collective Processes
  27. 27. First Line Project
  28. 28. Design Principles for Service Ecosystem Design
  29. 29. Richard’s Diagnosis Story The room was silent, except for the tick, tick, tick of clock. Despite the snowstorm outside, the office was overheated and stuffy. The neurologist removed her jacket and placed it slowly on the desk in front of her, as if she was stalling. She gave Richard what seemed like a half-hearted smile before for she began. Richard looked pale and was stairing blankly at the doctor’s files, when she finally spoke. “Richard, I am afraid I have some bad news.” Richard didn’t look up. Julie screeched her chair as she moved closer to Richard and took his sweaty, but cold hand in an attempt to reassure him. “After all the assessments, we have a diagnosis”. Julie squeezed Richard’s hand a bit tighter. “From the blood tests and imaging we did, we can rule out other causes for your memory loss. We think you have Early Onset Alzheimers.” Richard continued staring, but with each word, Julie seemed to sit straighter and straighter in her chair. “Do you know what this means, Richard?” He didn’t blink. “ I am sure you know what Alzheimers is. Early Onset Alzheimers is when people get Alzheimers before the age of 65, or in your case 53.” Julie squirmed in her seat, knowing this would mean more hard times to come. “I have a few pamphlets here that explain more about the symptoms and possible coping strategies.” She said shifting their position on the desk toward Richard. “I will give you a perscription for the sleeping pills. Hopefully that will help with your insomnia. We will start with that and then we can meet again in a month.” The neurologist spoke in a reassuring manner, but was already typing into the keyboard while she spoke. ignored caregiving role? passive patient sterile, clinical setting busy workload?
  30. 30. Collaboration with Felicia Nilsson
  31. 31. Double Stethoscope by Felicia Nilsson
  32. 32. Photo: Radbound Reshape
  33. 33. professional status Dr. Andresson 1. wear regular clothes into work 2. don’t get changed as normal 3. note people’s reactions and any differences in interactions plain jane - I felt less noticed and respected in some situations - Discharge nurse looked passed me and asked colleague for advice - Felt that I could connect with some difficult to reach patients - Scrubs and badge are key ways we uphold our professional roles
  34. 34. Linkoping University
  35. 35. Linkoping University
  36. 36. “If a factory is torn down but the rationality which produced it is left standing, then that rationality will simply produce another factory. If a revolution destroys a systematic government, but the systematic patterns of thought that produced that government are left intact, then those patterns will repeat themselves in the succeeding government. There’s so much talk about the system. And so little understanding.” - Robert M. Pirsig, Zen and the Art of Motercycle Maintenance, 1974
  37. 37. Contact: Josina Vink Associate Professor of Service Design Oslo School of Architecture & Design (AHO) josina.vink@aho.no @josinavink Illustrations: Erin McPhee Special thanks to: Experio Lab Sweden Tomas Edman Felicia Nilsson Birgit Mager My research collaborators: Katarina Wetter-Edman Kaisa Koskela-Huotari Bård Tronvoll Bo Edvardsson Thank you!
  • LauraRodrguezEscud

    Aug. 6, 2020
  • fabiofbc

    Nov. 2, 2019
  • RodolfoTaboadaPaloma

    Oct. 25, 2019
  • cdnorman

    Oct. 24, 2019
  • shewchuk

    Oct. 23, 2019

Presentation Slides from Global Service Design Conference, Toronto 2019

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