1. What might open policy-makers
learn from OpenIDEO’s approach
to open innovation?
KAROLINE KIRCHHÜBEL ANDERSEN 2014
2. 2 3What might open policy-makers learn from OpenIDEO?
Human-centered design is increasingly being applied to public
policy-making. The process of design thinking lends itself very
well to designing new policies that are rooted in the needs of the
citizen. However, open policy-making is in its infancy in the UK and
suffers from some weaknesses. This report concludes that IDEO’s
open innovation platform OpenIDEO provides a useful model
of citizen engagement that could become an essential tool for
open policy making. In doing so, three areas will be considered:
the current state of open policy-making and its weaknesses; the
model employed by OpenIDEO; and how that model could be
used to address existing weaknesses in UK open policy-making.
Introduction
3. 4 5What might open policy-makers learn from OpenIDEO?
This report is the outcome of the analysis of both secondary and
primary research into open innovation platforms and open policy
making in the UK. It is based on formal reports published by
government and research bodies, publications, interviews with
experts in open innovation and policy advisors at the Cabinet
Office, as well as through the personal experience of working at
OpenIDEO for 8 months. Through the process of creating this
report, members of an open policy-making discussion group on
LinkedIn were also engaged in conversation.
3 Introduction
6 Policy-making and design thinking
7 Open policy-making
9 Madness of the masses?
10 The Red Tape Challenge
12 Opportunities for continuous engagement
13 5 Weaknesses of the current approach
14 OpenIDEO
16 The IDEO innovation process
18 Features on OpenIDEO
19 What motivates people to participate?
20 Growing a community
21 Rewarding participation
23 What might open-policy makers learn from OpenIDEO?
26 Conclusion
28 References and Bibliography
For the purpose of clarity, in this report, ‘open policy making’
refers to the act of engaging citizens in parts of the process of
developing policy and not open-data or government digital
services. The term ‘policy-makers’ is used to refer to both
ministers, civil servants and anyone else who plays a key role
in the development of policy. Unless otherwise noted, all
institutions and government departments cited are UK based.
Methodology
Content
Karoline Kirchhübel Andersen
Industrial & Theoretical Contexts
London College of Communication
January 2014
Terms
4. 6 7What might open policy-makers learn from OpenIDEO?
‘Policy-making; can be difficult to define, but a common
understanding is that it is the formal expression of activities
undertaken by government to achieve outcomes, often
through legislation (Page & Jenkins 2005). Policy making
usually takes place in the interaction between ministers, civil
servants and stakeholders. (Hallsworth 2011)
The reform plan named a number of reasons why the approach
to policy making would benefit from being opened up. These
included:
• The range of input of which policy is drawn up on
is too narrow
• Policy is not challenged sufficiently externally
before it’s announced
• The policy-making process and the evidence and
data behind it is not transparent enough
• Policy inadequately reflects the reality which
citizens experience
• It’s often drafted without enough input from those
who have to implement it
PASC 2013, PUBLIC ENGAGEMENT IN POLICY-MAKING, PG 8
“Open policy making will become the default.
Whitehall does not have a monopoly on
policy-making expertise. We will establish
a clear model of open policy making”
It’s interesting to note how many of the terms and principles of
design thinking are being adopted in the public sector. Words
like ‘iterate’ – ‘prototype’ are now used to describe desirable
elements of policy-making processes. Policies are also often
referred to as being ‘designed’ rather than ‘made’, suggesting
that the distinction between the two disciplines is becoming more
blurred. (Civil Service: Policy, Kills & Knowledge framework 2013)
The process of identifying a problem and gathering real-life
insights is similar to that of human-centered design, or design
thinking. The public sector is increasingly working with public
service design agencies to draw from their experience in
designing around the needs of the users. (Olliff-Cooper 2013)
What is policy-making?
Open policy-making
Policy and Design Thinking
CABINET OFFICE (2012) THE CIVIL SERVICE REFORM PLAN, PG 14
At its best policy making in the Civil
Service can be highly innovative and
effective, but the quality of policy advice
is not always consistent or designed with
implementation in mind. There must be a
clear focus on designing policies that can
be implemented in practice, drawing on a
wider range of views and expertise.
CABINET OFFICE, 2012 CIVIL SERVICE REFORM PLAN, CPT 2, PAGE 14
In 2012, the UK Government published a Civil Service reform,
in which it aimed to increase public engagement in the process
of policy-making by introducing ‘open policy-making’. This
expressed a commitment to engaging the public and experts
from beyond Whitehall, not just in consultations, but in the
policy-making process itself. It read:
5. 9
One hope is that, in time, the Government will be able to
prove that citizens are able to participate in policy-making on
a continuing basis. The intended benefit of a shift away from
outmoded processes would be the creation a new and more
meaningful relationship with citizens. (PASC 2013)
The Civil Service’s official Open Policy website my.civilservice.
gov.uk describes open policy-making as aiming to ‘drive up
the quality of civil service advice’ by encouraging greater
collaboration to ‘challenge and innovate beyond conventional
thinking’ (2013). It also states that open policy-making;
“does not change the core tasks of the policy process; the
policy question still needs to be properly defined and
analysed; options developed, tested, implemented and
evaluated. Ministers continue to require clear, robust and
concise advice they can use to make decisions.”
(THE CIVIL SERVICE, WHAT IS OPEN POLICY MAKING WEBSITE BY THE
GOVERNMENT DIGITAL SERVICES. AVAILABLE AT HTTP://MY.CIVILSER-
VICE.GOV.UK/POLICY/WHAT/ LAST ACCESSED: JANUARY 18TH 2014)
However, not everyone is of the view that open policy-making is
unequivocally beneficial. In their discussion paper The ‘Californication’
of Government? Crowdsourcing and the Red Tape Challenge, Martin
Lodge and Kai Wegrich from London School of Economics (2012) have
drawn a table of contrasting views about crowdsourcing in consultation
exercises. Those in its favour may say that it provides high tech, low cost
intelligence that improves intelligence, whereas the sceptics may argue
that it encourages uninformed mob rule and ill-informed responses.
During the 2008 presidential transition, the Obama administration’s
transition team launched Change.gov, a predecessor of WhiteHouse.
org, which allowed visitors to share their stories and visions for the
country and vote for those of others. A relatively small but vocal group
of people managed to push marijuana legalisation to the top of the list,
by leveraging their networks to vote the suggestion up. (Hochheiser &
Shneiderman, 2010)
Later, the White House launched their We The People petition website
in 2011 which allowed citizens to petition the Obama administration’s
policy experts directly, who had committed to reply to petitions had
they reached a certain number of signatures. Similarly, the petition to
“legalize and regulate marijuana in a manner similar to alcohol” received
nearly twenty thousand signatures in just two days, making it the most
popular petition on the platform. (Gwynne 2011)
If the argument is, that the Change.gov and We The
People are examples of crowdsourcing resulting in an
anti-democratic process due to a group with particular
interests taking advantage of the open policy-making tool,
what can be done to avoid that?
Perhaps the idea of ‘open’ needs to be reframed. The
above instances are examples of what happens if the
question you ask people is too open. By giving people a
playing field, and boundaries – they can focus their efforts
on something attainable and their input becomes more
valuable. (HULME 2014)
Why open policy-making? Madness of the Masses or Wisdom of the Crowds?
In line with the application of Design Thinking to make traditional
policy-making more human-centered, the open policy-maker
further improves the quality of their work by:
• Inviting broader inputs and expertise; and creating the
room and conditions for others to help solve problems
• Developing options by trialing, testing and iterating;
always keeping implementation in mind
(THE CIVIL SERVICE, WHAT IS OPEN POLICY MAKING WEBSITE BY THE GOVERN-
MENT DIGITAL SERVICES. AVAILABLE AT HTTP://MY.CIVILSERVICE.GOV.UK/POLICY/
WHAT/ LAST ACCESSED: JANUARY 18TH 2014)
A lot of interesting work is being done in the space of open policy-
making. Most people in the Cabinet Office feel positively about
open policy-making and recognise that it is the right direction to
head, but there is possibly less awareness of it across the rest of
the civil service. (Anonymous Policy Advisor 2014)
8 What might open policy-makers learn from OpenIDEO?
6. 10 11What might open policy-makers learn from OpenIDEO?
The Red Tape Challenge
The Red Tape Challenge is an example of giving people a framework
when asking for their input. Launched by the Cabinet Office in 2011,
its aim was to listen to those affected by particular regulations and
reduce the overall burden off them, by either scrapping or improving
them. (PASC 2013) The engagement took place online, and people
were invited to comment on legislation in a specific area or industry for
a couple of weeks at a time. The ultra open version in this case would
have been to ask the public “Which regulations should we scrap?”, but
by asking the same question, only thematically, the comments were
more focused and therefore useful.
The Red Tape Challenge shows that it’s possible to base decisions
on the feedback from the masses wider population. It is however,
unclear which comments led to direct changes in legislation (Lodge &
Wegrich 2012)). Part of the reason for this is that very few of the 30,000
comments on the site have received responses, despite the availability
of a reply function on the site. (Adewumni 2012)
5,121 regulations within 30 themes received more
than 30,000 comments, and to date Ministers have
announced their decision on 3.375 regulations, 54%
of which will be improved or scrapped (CABINET OFFICE 2013)
To some extent, this has been acknowledged:
Where citizens are engaged in policy-making, the Government
must manage their expectations about public engagement.
Open policy-making should empower citizens and make them
feel their time and contribution has been worthwhile. This means
being clear about the purpose of engagement and the limits of
the what the process is intended to achieve, as well as providing
feedback on the findings of engagement activity and the reasons
for decisions taken as a result.
PASC 2013, PUBLIC ENGAGEMENT IN POLICY-MAKING, PAGE 19 PT 39
The examples of open policy making analysed so far, and other recent
experiments such as the London Borough of Redbridge budget challenge
“YouChoose” and BIS’ Focus On Enforcement microsite, have all
succeeded in asking focused questions, but neither has built a network
of people who are likely to engage and participate long-term. (CIVIL
SERVICE 2013) The lack of direct response and community management
is likely to deter people from returning to the platforms frequently.
7. 12 What might open policy-makers learn from OpenIDEO?
The linkedin group run by the open policy making team at the
Cabinet Office, shows that it’s possible to create a network of
people who continuously engage with a topic. It is perhaps a less
conventional example of open policy-making: an open discussion
group for professionals who develop policy inside and outside
government to ‘connect and share lessons for opening up the
policy-making process’ (Cabinet Office 2013)
The group has 454 members and acts as a hub for sharing
knowledge and increasing transparency in the work that is being
done in open policy-making within the Cabinet Office and beyond.
(Cabinet Office 2013)
This approach leverages existing behaviours by targeting a group
of people – professionals – and engaging them in their current
location, in this case LinkedIn. It also harnesses people’s wisdom
in the divergent activity of gathering stories of open-policy from
around the world, and the group moderators synthesise the input
and share relevant stories elsewhere and on their official website.
Some of the weaknesses identified in this report are:
The risk of ‘madness of the masses’ by the questions
being too open
Little experiments of involving citizens at different
stages of policy-making rather than at a single point
Few examples of long-lasting engagement and
therefore established networks of citizens
Examples of failures to report back and citizens
feeling that their input has had an impact
Lack of awareness amongst the wider civil service
1.
2.
3.
4.
5.
Opportunities for continuous engagement
Weaknesses of the current approach
If the divergent stages of policy-making benefit from being
opened up to get larger input, it raises the question of whether it
would be possible to engage a group of people throughout the
process of policy-making rather than at a single point.
This question was posed in the Open Policy Making UK LinkedIn
group, but responses suggest that there have been no clear
examples of it so far. When asked a similar question, one policy
advisor said that whilst they are very good at engaging people
when looking at particular issues, such as evaluation policy or
in the beginning when trying to understand the problem, they
have less experience in involving citizens throughout the process.
After a project has concluded, it is common practice to attach an
evaluation to it and report back to those who have been involved.
However, taking people on a journey through policy-making has
not yet happened. (Anonymous Policy Advisor, 2014)
13
8. 14 15What might open policy-makers learn from OpenIDEO?
If applying design thinking to policy making
is increasingly favoured what would the open
version look like? It makes sense to look at
OpenIDEO – IDEO’s online platform, which
opens up their Design Thinking process to
thousands of people.
OpenIDEO is an online social innovation platform. It builds off IDEO’s
innovation experience and allows a community of more than 50, 000
members to go through their design process and solve challenges for
social good.
Every couple of months for 3 years, OpenIDEO’s community of 50.000
members from over 160 countries are given a social challenge to
tackle. The topics of these challenges range from addressing health,
ageing and urban sanitation, to solving the problem of e-waste and
preventing atrocities ” (OpenIDEO 2014)
The platform was build in 2010 as the three co-founders; Nathan
Waterhouse, Tom Hulme and Haiyan Zhang were interested in sharing
the success of the innovation process at IDEO, and seeing what social
impact it could have if
“instead of 500 employees, IDEO was 50.000 strong? What
kind of impact would we have on the world if we scaled the
spirit, process and tools of design-driven innovation by a
factor of 100?”
They started looking at different methods of crowdsourcing. Hulme
was particularly interested in the idea of disruption, and identified that
open innovation software could potentially disrupt traditional design
consultancies, including IDEO.(Waterhouse 2014)
Zhang, Hulme and Waterhouse began testing different
innovation softwares, but felt they all lacked the nuances of
their own process at IDEO. There was no phased approach
and the language failed to reflect culture of optimism at IDEO.
For instance, a lot of the software relies on people ‘voting up’
or ‘voting down’, but the three of them found it hard to see the
point in ‘vote down’. The popularity measures remain the same
with just a ‘vote up’ or ‘like’ functionality, so why encourage a
culture of negativity? (Waterhouse 2014)
“Most of them don’t really use a time-based approach,
they’re often very much like glorified wikis or systems
where you throw ideas in and they get sorted by
popularity. Many are made by software companies
who don’t come from a culture and rich experience of
running design challenges and knowing that you can’t
just jump to ideas. You have to understand the problem
first and that’s when you get the most innovative ideas.
That’s when you get really interesting adjacent benefits
that you didn’t think of at first, which is like market
identification or new opportunity areas, and therefore
new projects might spin off that first project”
What is the open equivalent
to human-centered design?
OpenIDEO
NATHAN WATERHOUSE 2014 INTERVIEW
FAYARD ET AL. 2012 OPENIDEO HBS CASE STUDY PG1
A lot of the software relies on people ‘voting up’ or
‘voting down’ (..) The popularity measures remain the
same with just a ‘vote up’ or ‘like’ functionality, so why
encourage a culture of negativity?
9. 16 17What might open policy-makers learn from OpenIDEO?
During an interview at the IDEO offices in London, Nathan
Waterhouse identified the different phases of a typical IDEO project,
and then explained at which stages in the innovation process it made
sense to involve a crowd.
The first thing we do with an IDEO project is to challenge
the brief. A client will come along and say ‘we want to create
new chairs on our super fast train, that’s what we want you to
design’. But classically, we’ll go out and spend some time on
trains with people and realise that the entire journey is broken.
(…) So we try to get the client to realise that their problem is
part of a bigger experience, and that they need to potentially
re-position themselves and re-design the whole eco-system.
A typical IDEO project begins with multi-disciplinary teams trying to
understand the problem in depth. This is a divergent phase of looking
out, gathering insights and conducting field research. Following this is
a convergent phase of synthesis. Bringing together everything they’ve
discovered and finding patterns and opportunity areas. This provides
the framework for the divergent, creative phase of coming up with
ideas. Brainstorming, visualising and building on each others ideas.
Ideas tend to get combined and re-combined, prototyped
and then we do something called formative testing. Usually
with consumers or whoever the end-user is, which is testing
out early ideas, but in a creative and collaborative way, so
you treat the user as a kind of co-designer with you. Rather
than ‘do you like this or not?’ its ‘how would you use this?’ or
maybe even get them to draw what things should look like
Following the formative testing of ideas, Waterhouse explained that
the multi-disciplinary team usually go back to the drawing board, to
iterate, prototype and improve their ideas. Finally, they conduct some
more formal testing and refine the idea based on what’s not only
desirable from a user perspective, but also technically feasible and
commercially viable – aiming to get the idea out in the real world. He
mentions that the process is often described as an iterative loop.
Roughly, you could divide the process into four or five blocks: Insights,
Synthesis, Ideas, Prototyping, Evaluation and finally Launch. Not to
mention framing the right question in the first place, which perhaps
deserves its own block. (Waterhouse 2014)
When building OpenIDEO, the three designers at IDEO figured that
they could involve a large number of people in the more divergent
phases of the innovation process:insights gathering (research),
ideation (ideas) and evaluation (testing, gathering feedback).
Synthesis involves strategic decision-making and is more suited to
being done offline and in smaller groups. Similarly, coming up with the
right question in the first place is another ‘fuzzy’ process and probably
best done with a small number of people. The process of prototyping
and testing ideas became the ‘refinement phase’ on OpenIDEO,
where community members are invited to try out their ideas in real life
to see if they have legs. (Waterhouse 2014)
On OpenIDEO, any stage which involves narrowing down ideas,
or shortlisting a selection is done offline with a small group of
stakeholders and experts. However, the community also evaluate
the ideas against set criteria in parallel with experts, and everything
that comes out of the convergent phases is shared back with the
community. (Fayard et al. 2012)
“Launching” is what’s now the ongoing “Impact Phase” on OpenIDEO,
where social impact is continuously shared and celebrated.
(Waterhouse 2014)
The IDEO innovation process
Insights Synthesis Ideas Prototyping Evaluation Launch Research Ideas Refinement Evaluation Winners Impact
NATHAN WATERHOUSE 2014 INTERVIEW
NATHAN WATERHOUSE 2014 INTERVIEW
At which points did it make sense to involve a
larger audience?
FIG 1: THE IDEO INNOVATION PROCESS FIG 2: THE OPENIDEO ONLINE INNOVATION PROCESS
10. 18 19What might open policy-makers learn from OpenIDEO?
OpenIDEO as it looks now, allows participants to go through the
following process:
• Research: understanding the question and building up context
around it. Sharing existing ideas and solutions
• Ideas: coming up with new ideas to solve the question
• Applause: sometimes added, allowing users to applaud ideas
they like
• Refinement: Shortlisted ideas are prototyped and refined further
• Winning: a selection of winning ideas are announced. There is no
prize and anyone can take any idea from OpenIDEO forward.
• Impact: Impact stories from throughout the challenge and
beyond are shared and celebrated
(OPENIDEO 2014)
Other features include
• Build upon – the ability for users to develop and iterate the ideas
of others
• Collaboration map – a visual map which links the research and
ideas that inspired new ideas or impact stories
• Missions – specific tasks which helps break down the research for
community members, or points to opportunity areas in the ideas
phase
• Design Quotient – a point system which measures participation
and collaboration in each phase
• Applaud – similar to a ‘like’ functionality
• Comment – the possibility to comment and reply to comments
• Blog – where updates, impact stories and synthesis results are
shared.
• Community Champions – community members taking on
leadership in form of blogging and encouraging the participation
of others
• Offline, self-organised meetups.
Features on OpenIDEO
What motivates people to participate?
People participate on OpenIDEO for a variety of reasons and motivations,
but with a common purpose: to create impact. (Waterhouse 2014) The
platform allows users to participate in different ways; some might just browse
the site for knowledge and inspiration and maybe applaud ideas they like.
Commenting is another form of participation. Some users might want to
engage further by sharing research or insights in the first phase, or participate
in the creative part of coming up with ideas. It’s also possible to help develop
the ideas of others and join collaborative teams. (Fayard et al. 2012)
The platform was designed to appeal to a range of different motivations.
When designing the platform, Tom Hulme was inspired by Karim Lakhani’s
framework for participatory motivations. (Fig 3) (Hulme 2013)
“We made a conscious decision not to use the most extrinsic of all
motivators: cash. Our conclusion was that it would compromise
collaboration and misalign other motivations that would be
sufficiently powerful alone.”
(HULME, T. 2013 DESIGN FOR MULTIPLE MOTIVATIONS (ONLINE ARTICLE)
AVAILABLE AT: HTTP://WWW.HUFFINGTONPOST.COM/TOM-HULME/MOTIVA-
TION-IN-BUSINESS_B_3866303.HTML [ACCESSED: 15TH JANUARY 2014]
FIG 3 EXTRINSIC AND INTRINSIC MOTIVATIONS. FRAMEWORK BY KARIM LAKHANI
“The process works best when people share and
build on ideas instead of hoarding ideas so that
they can collect prize money” ARJAN TUPAN (FAYARD ET AL. 2012)
11. 20 What might open policy-makers learn from OpenIDEO?
Growing a community
In the same interview, Waterhouse explained the importance of
nurturing your network:
If you fail to close the feedback loop and respond to participants,
you risk turning the whole system bad. It only takes a small
percentage of people to get upset for it to ripple through the
community, Waterhouse adds. When asked about how to build a
long-term capacity he suggests that you start by rewarding your
community in the right ways. Despite most people thinking it’s
a “soft” motivator, even very small forms of acknowledgements
can contribute to citizens feeling like they’re participating in
something rewarding. (Waterhouse 2014)
To ensure that participants feel that their time and contribution
has been worthwhile, challenge and community managers
spend a lot of time writing and communicating. This might be by
featuring people’s ideas on the site and in emails to the community,
highlighting particular commendable efforts. When the impact
begins to emerge, or ideas are prototyped in the real world their
stories are featured in the impact phase and get emailed to the
whole community. The Design Quotient rewards people with points
for different types of participation. Every month, an active user gets
featured as the ‘Monthly Ideator’, and others are invited to take
on roles as ‘Community Champions’ and write updates for the site
(Waterhouse 2014)
Sometimes in OpenIDEO challenges, impact is seen as early as
in the ‘Research phase’. This was the case with the challenge
sponsored by Stanford University, which focused on Bone Marrow
donation awareness. One of the ‘missions’ set in the first phase
asked community members to go out and swab your cheek for the
bone-marrow registry, and tell their friends about it. This resulted
in more than 100,000 new cheeks on the bone-marrow registry well
before the challenge had finished. (Covaria 2014)
If you can measure mindset or behavioural change from
the outset you can start predicting what might happen
later, with the ideas that are more scaled up, so it’s a good
lead indicator of being on the right track. (..) We see
impact as a throughput of the challenge as well as the
end outcome
One of the problems with having closed platforms,
where you just ask for ideas – and nothing happens
at the end, is that all the pressure lies on the person
managing the challenge. You have to think – if this is
long-term game for you, and your objective is to have
long-term open policy engagement, and you want to
build up that resource and that muscle, you’ve got to
commit to getting back to those 30,000 people.
How does OpenIDEO reward participation?
Impact throughout the process
NATHAN WATERHOUSE 2014 INTERVIEW
NATHAN WATERHOUSE 2014 INTERVIEW
21
12. 22 23What might open policy-makers learn from OpenIDEO?
What might open policy-makers and
thinkers learn from OpenIDEO’s
approach to open innovation?
Lessons
13. 24 25What might open policy-makers learn from OpenIDEO?
Another way to avoid ‘madness of the masses’ is by tailoring both open
and closed parts of the process. Involving a crowd in strategic decision-
making can be difficult, whereas the more divergent stages are ideal for
diverse input
It would be interesting to experiment with a more phased approach
to open policy making. Perhaps involving a group of people who are
both affected by a specific problem, or will be the ones implementing
a contingent policy.
A process could look like this:
- Involving citizens first at the initial stage of developing policy,
where they contribute with real-life insights that help define the
problem and build context around it.
-Policy-makers and experts synthesise all the input and identify
key problems and opportunity areas for improvement.
-The same citizens are involved again, and asked to suggest
ideas for improvement or new policies
-Policy-makers and experts select interesting ideas and develop
new policies based on them
- Citizens are involved in testing the new initiatives and
providing feedback and evaluation
It would also be relevant to measure whether involving a group of
people in policy-making results in a more successful implementation of
the new policies by that particular group, due to them having gained a
better understanding of both the problem and the new policy.
If your goal is to create a network of engaged citizens who will
become a valuable resource in future open policy-making projects,
it’s vital to commit to rewarding your community by recognising their
efforts and activity – even if their input or ideas don’t make it to the
final stages of the policy making process. (Waterhouse 2014)
Rewarding participation can be done in different ways. Perhaps the
platform itself allows participants to track their contributions, like
the Design Quotient on OpenIDEO, Simple commenting also goes
a long way, and community managers can play a key role in making
people feel like they’re being listened to.
Citizens will be most likely to engage with government if they believe
they can make a real difference or where the issue affects them
(PASC 2013, Public engagement in policy-making, Page 31
paragraph 38)
Transparency about the process and how the diverse inputs is being
used and considered is also important to ensure that community
members are able to see that their participation has contributed to
real life change. Reporting back is vital, even if that means replying
to 30,000 comments
A core benefit of open policy-making is that people who have
participated in the process may feel more positive about new
policies, which have been the product of their engagement,
rather than arbitrary decision-making in Whitehall. This sense of
empowered citizenship may ripple through communities and is vital
for democracy.
Work may need to be done to ensure a wider education in what it
means to open up policy making and why it’s beneficial. (PASC 2013)]
In line with the principles behind both Design Thinking and Human-
Centered design, gaining empathy with the end users, in this case
the citizens who participate in open policy-making is key. One way to
do this, could be by running a pilot version of the challenge, only for
Civil Servants and policy-makers. By going through the experience
of online open policy-making themselves, civil servants and other
policy-makers will be better equipped to engage with citizens in
future open policy-making challenges.
1. Invest in framing the question
2. Have a process
3. Design for long-term engagement
4. Close the feedback loop
5. Empathise with the citizen
To avoid a situation like that of change.org, where the open
call for suggestions resulted in networked groups pushing for
their interests, it may help to set some boundaries for citizen
participation.
If you ask the wrong question, you’re likely to get the wrong
answer. It’s worth investing time in framing the question if you
want to utilise the wisdom of a large group of people. Set the
frame and allow them to build context around the problem before
they come up with ideas or suggestions. By clearly defining a
scope, and at the same time making the question compelling and
human, it’s possible to enable broad and creative thinking but at
the same time help the community to stay focused on the issue.
(Hulme 2013)
14. 26 27What might open policy-makers learn from OpenIDEO?
Thanks to everyone who has contributed their time,
knowledge and thoughts to help me understand the
issue and frame the question. Thanks especially to
Joanna Choukeir, Sarah Parkes, my colleagues at IDEO
and classmates at London College of Communication
for your support.
OpenIDEO demonstrates that large
numbers of people can be successfully
engaged in innovative approaches to
problem-solving. If this model were
adopted by open policy-makers, it
would improve the current methods
employed by them, overcoming the
weaknesses outlined above.
Thanks
CONCLUSION
15. 28 29What might open policy-makers learn from OpenIDEO?
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Figures
All images have been designed by the Author.
Fig 3 is based on a framework by Karim Lakhani