Ryan leung systemic design canadian case studies v5
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Transcript of Ryan leung systemic design canadian case studies v5
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Systemic Design:Two Canadian Case StudiesTwo Canadian Case Studies
Alex RyanPartner Design Systemics
Mark LeungDirector Rotman DesignWorksPartner, Design Systemics
[email protected], Rotman [email protected]
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Jeg elsker Norge!
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Relationships betweenSystems & Design
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Always design a thing by considering it in its next largerAlways design a thing by considering it in its next larger context – a chair in a room, a room in a house, a house in an environment, an environment in a city planEli l S i—Eliel Saarinen
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A systems approach begins when first you see the y pp g f yworld through the eyes of another—C. West Churchman
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…a designer can quickly wind up with a crisis of complexity, if his or h f d l b l d h l fher focus on details is not balanced with principles of organization, such as systems thinking. A systems approach allows complexity to be taken into account without leading to paralysis.—Harold Nelson & Erik Stolterman—Harold Nelson & Erik Stolterman
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Why haven’t systems thinkers Why haven t systems thinkers and designers been talking to
each other?each other?
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Two Canadian Case StudiesTwo Canadian Case Studies
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Case #1: UofT
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UofT Procurement Departmentp
“Mission: To foster cost effective quality purchases by l h f ll ff l d h hutilizing the expertise of all staff involved with purchasing and by employing innovative methods in contract
negotiations and group buying initiatives.”negotiations and group buying initiatives.
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P j t Ch llProject Challenge
How can Procurement Services effectivelyHow can Procurement Services effectively communicate its value proposition to the faculty
and staff at the University of Toronto?and staff at the University of Toronto?
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Understanding the Eco-system
Real Estate Food & Beverage
Ancillary Services
Department Of Business Affairs
Procurement S i
PI’s Staff
Business ServicesOfficers
PCard
B d T kiOECM U of T
IT Department
Budget Tracking
Online Grant Filing
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Ch i tiChristine‘In the Trenches’In the Trenches
“We are people too…not just databases.”
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D WDr. Wong‘Academic Maverick’
“One experiment and the world changes.”
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I need I need I need TRUSTED
RELATIONSHIPS
I need SIMPLICITY FLEXIBILITY
“When we were “We have policies “You do what’s in thelooking for a vendor, I just went to the people I used to work with
We have policies coming out of our ears.”
You do what s in the best interest of the science.”
I used to work with because I knew them.”
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Reframe the Problem
How can Procurement Services effectively i t it l iticommunicate its value proposition
the faculty and staff?
To
How can Procurement Services effectivelyenhance both research and procurement activities
f f l d ff?of faculty and staff?
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Reframe the Perception
To
Enforcers of policy and regulation.
“You need follow my rules ”
A trusted advisor, on your side.
“I’ll help you spend your researchYou need follow my rules. I ll help you spend your researchdollars better.”
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InformationVisualization Info
Kits
Training
KitsEMPOWERTHROUGH
KNOWLEDGETrainingSessions
Audit Vendor P li &
“Freedom and Flexibility”
DirectLines
AccessibleLanguage
Vendor Pricing
Policy &Process
Simplification
D i
PROVIDEA HUMAN TOUCH
PROVIDESIMPLICITY AND CONVENIENCE
Proactive Outreach
DynamicRFP
A HUMAN TOUCH“ Building Trusted
Relationships”
CONVENIENCE“Simplicity and Convenience”
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Transforming ProcurementTransforming Procurement
40% 99% user retention40% 99% user retention1 year pilot $1.5 million savings
2012 CUABO industry award for their innovative negotiable RFP processg p
2012 UofT Excellence through Innovation award
Procurement adopted a user centred mindset and competency.
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Case #2: GOA
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ObjectivesObjectives
• Raise awareness of the design methodology as a systemic approach to messy strategic problems;
• Apply the design methodology to a current strategic problem as a proof of concept to demonstrate institutional relevance; andinstitutional relevance; and
• Develop design skills in leaders across Government of Alberta Departments and Divisions to enhanceof Alberta Departments and Divisions to enhance systems thinking and improve collaboration.
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idGuidance Statement
Develop a three year strategy for the CENRG departments to improve the effectiveness and efficiency of the Albertaimprove the effectiveness and efficiency of the Alberta Government’s management of natural resources that will streamline our interaction with industry, improve environmental
t d i t i i th t foutcomes, and maintain or increase the revenue stream from industry while increasing public support for our social license to develop our natural resources.
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Stakeholder MappingStakeholder Mapping
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Causal Layered Analysis
Litany
Systemic Causes
Worldview& Discourse
Metaphor& Myth& Myth
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Reframe the Mindset
ToTo
Control of my piece.
“Live and die for the part ”
Collaboration with the collective.
“Shared accountability andLive and die for the part. Shared accountability and shared rewards.”
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Legacy Mental Model
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Alternative Mental Model
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Participant Feedback
“I can think of many situations, projects and issues we have encountered in the past in which thisencountered in the past in which this methodology would have been extremely useful ‐ and we are already applying it in several current situations with great success Thesituations with great success. The fact that we have senior leaders in our organization, many with 25 to 30 or more years of experience, eager to use Design signals that it is notto use Design signals that it is not ‘flavour of the day’ but a practical approach to tackling complex issues.”
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OutcomesOutcomes
• Helped to create the Integrated ResourceHelped to create the Integrated Resource Management System
• Raised awareness of systemic design acrossRaised awareness of systemic design across the GOA
• Established a systemic design capacity withinEstablished a systemic design capacity within the GOA• Standing cross‐ministry design teamg y g• Systemic design community of practice• Multiple follow‐on design projects
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What can we learn by comparing these case studies?
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Systemic Design Systemic Design
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Commonalities
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Holistic view of the challenge (human, technological and organizational systems)organizational systems)
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D i i l hDrive to create unconventional paths to goals, as well as questioning the
goals themselves
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Embraces complexity to find new opportunities for profound simplicity
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Explores worldviews and surfaces the mental models of users and stakeholders
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Contrasts
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Systemic Design Systemic Design
Explicit use of empathy Explicit use of systems mapsExplicit use of empathyPhysical prototypingRapid testingUser feedback
Explicit use of systems mapsGenealogyTheoretical grounding Narrating the journey of learningUser feedback
Design aestheticNarrating the journey of learning Combining education with practice
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Primary Insight
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The strengths and weaknesses of the two methodologies are complementary. A more centred assemblage of Systems + Design can be qualitatively better than Systems Thinking or g q y y gDesign Thinking in isolation.
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Thank You!Thank You!