Sep 02 Our Insights from Service Experience Chicago 2016
We recently had the opportunity to lead a workshop at Service Experience Chicago (SXE), one of our favorites in the Service Design conference circuit. Titled “Transformation by Design—Managing the People Side of Change”, our session was designed to teach participants how to apply a design approach to managing change.
As enterprise change leaders, we have traditionally been looking towards leading change management theorists, such as John Kotter and Peter Senge, for guidance and a toolbox of prescribed actions.
However, over time it has become apparent that change management is often viewed through a very singular lens. Most models look at an organizations’ ability to change only at the enterprise level, but largely disregard the fact that big changes are effected by the interplay of individual actions.
At Rêve, we believe that if we understand what truly motivates the behavior of individuals within an organization, we can design more personalized and more effective change strategies.
In order to help participants better manage the people side of change, we took them through a series of facilitated exercises that helped them understand how change affects themselves, others, and entire cultures. Drawing on well-known personality indicators and on Stanford Professor BJ Fogg’s Behavior Model, we designed behavior change strategies for individuals and groups. Attendees were highly engaged and shared their appreciation for the opportunity to use a psychological approach coupled with behavioral design and service design tools.
We were lucky to be leading the first workshop, which allowed us to fully soak in the rest of the two-day conference. Here are some of the insights that stuck with us about the evolution and current state of service design in large organizations:
// “From sketchbook to spreadsheet”: Service design is beginning to realize its potential at the highest levels of the organization as executives are seeing the value of Service Design to help solve operational and even strategic problems. To be most effective in this context, effective service designers need to understand the terms, practices, and metrics that are important to business leaders.
// If the individuals in the room were representative of the greater practice, many service designers are still working in solitary roles or inside a small team with few resources and high visibility. In addition, much of a service designer’s role is about influencing the organization to embrace service design as a reliable method to improve or innovate.
// Service design increasingly overlaps with other disciplines, such as: organization development, strategy, (user) experience design, behavioral economics, behavioral design, change management, etc. It will be exciting to see how Service Design continues to spread and overlap into new disciplines.
We’d like to extend a heartfelt thank you to all participants from the Service Design community, and especially to Richard Ekelmann of Service Experience Chicago for the excellent organization and execution of this conference – we’re looking forward to future iterations!