A Crash Course in the Art of Stakeholdering - Patrick Bach, Chelsea Omel, & Markus Grupp

1. A little bit about us Markus Grupp Director,Digital Customer Experience atIndigo PatrickBach Senior Manager,Customer Experience Design atTD Chelsea Omel Manager,Service Design & Strategy atTELUS @markusgrupp @bachpat @thatseamstress

2. Design Thinking Design Doing

3. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər

4. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors http://www.merriam-webster.com/

5. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors 2 : one that has a stake in an enterprise http://www.merriam-webster.com/

6. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors 2 : one that has a stake in an enterprise 3 : one who is involved in or affected by a course of action http://www.merriam-webster.com/

7. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors 2 : one that has a stake in an enterprise 3 : one who is involved in or affected by a course of action http://www.merriam-webster.com/

8. So what about stakeholdering? Five Burrowing Owls Athene cunicularia floridana, Florida, travelway

9. STEP 1: Know Your Actors

10. John in Marketing. VP of DIGITAL Product Manager Director of Technology Brian from Retail Managing Director ERIN in Customer Service Policy Advisor

11. Debbie Design Doubter

13. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

19. Why does influence matter? HIGH LOW MED ● A major obstaclefor your efforts ● Controls budget/ resources/ priorities ● Become a distractionin meetings ● Skepticism rubs offon stakeholders

20. Why does influence matter? HIGH LOW MED ● An advocate foryour work, potentially providingaccess to resources, fundingand priorities ● Drivetop-down change toward service designor design-led innovation ● A working level champion can bea usefulally to drivegrassroots initiatives

21. STEP 2: Write the Script

22. A rose by any other name...

23. Adopt the language of organization

24. What do you think of when I say “Research”?

25. Mental Models Your colleagues and stakeholders have mental models. These models are neither good nor bad.

26. Mental Models There is a risk of miscommunication when one person’s mental model is different than someone else’s, but they don’t realize it.

27. Mental Models: Sketching Activity

28. Sketching is not art. It’s about quickly conveying complex topics.

29. Mental Models: Sketching Activity You have 10 seconds to…. Sketch a house. Go.

32. Trigger Words: Activity Keeping in mind what we just learned about Mental Models. Discuss the words on your cue cards. What do they mean to you? Be specific. You are encouraged to sketch!

33. STEP 3: Set the Stage

35. workshop = showing + learning + working

37. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH Workshopfor showing (performance) ● Simple activities ● No surprises ● High production value

39. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH Workshop for Learning Workshop for Learning ● Case studies and templates ● Examples to work through together ● Coaching

41. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH Workshop for working ● Clear objectives ● Advanced tools ● Less prep

42. Design Thinking Design Doing

43. Recap 1. Know your actors - take the time to understand your stakeholders, where they are coming from and what they need 2. Write the script - adopt the language of your organization and define concepts in a way that they will understand 3. Set the stage - adapt your activities to who is in the room

44. Credits All original drawings by Markus Grupp Wiredbrain by emilegraphics from the Noun Project workbench by RichardWearn from the Noun Project

A Crash Course in the Art of Stakeholdering - Patrick Bach, Chelsea Omel, & Markus Grupp

Service Design Network Canada

A Crash Course in the Art of Stakeholdering - Patrick Bach, Chelsea Omel, & Markus Grupp