A Design State of Mind

196a4242eecbd120dcb4cd9a80899e34?s=47 Ben Holliday
October 24, 2019

A Design State of Mind

"A mindset is how we respond to the world around us. It acts as a center of gravity. It goes with you. It shapes who you are and what you do, wherever you are."

In this talk from Create Leicester 2019, Ben Holliday (Chief Design Officer at FutureGov) introduced how to think differently about how we use design as a way of responding and shaping the change happening all around us, exploring how creativity needs to be a capability and the foundation for how 21st Century organisations work.

196a4242eecbd120dcb4cd9a80899e34?s=128

Ben Holliday

October 24, 2019
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Transcript

  1. wearefuturegov.com A Design State of Mind Create Leicester 2019 @benholliday

  2. hello hello

  3. Ben Holliday Twitter: @benholliday Website/blog: benholliday.com medium.com/@BenHolliday Zoe Stanton Twitter:

    @stantonzoe Blog: medium.com/ @zoe_43818 Zoe is an experienced design leader and FutureGov’s Experience Director, leading our work around client and staff experience. Alessandra Canella Twitter: @hello_lale Website: medium.com/ @alessandracanella Ale is a Lead Service Designer at FutureGov and is leading work around service patterns for local government. (patterns.wearefuturegov.com)
  4. None
  5. Why should anyone care?

  6. “Don't forget how fast things change, how quickly people change

    what they do as they conform and shape themselves from all that's around them.” Tony Benn
  7. “…an analogue business model in a digital world.”

  8. What is design good for?

  9. None
  10. Reframing Creating Connecting Doing (as a way of learning) Continuing

    (to improve things)
  11. A design state of mind

  12. A design mindset is how we respond to our immediate

    surroundings and work. This means asking different types of questions, and requires a different set of responses to the challenges we face.
  13. [Billy Joel]

  14. A design state of mind

  15. FROM Business/technical perspective “It works like this to maintain BAU”

    Complexity “We’re dealing with great complexity” We can’t change that “Absolutely not…” Needing certainty “We need certainty” Fixed assumptions “How can we prove we’re right” Closed “There’s no need to share/make work visible” TO User-focussed “It could work like this for people in the future” Simplicity “Let’s go back to first principles” We can change that “Why not…” Not knowing “Ambiguity is okay, we can learn more by doing” Changing our minds “How might we be wrong about this” Open “Collaboration connects and creates new ideas”
  16. User-focussed

  17. None
  18. It could look work like this for people in the

    future. User-focused
  19. “…mapping backwards, instead of relying solely on mapping forwards, concentrates

    the mind …it focuses [you] to think through operations from the beginning to the very end.” The Blunders of Our Governments – Anthony King A useful and usable vision
  20. Simplicity

  21. More focus on outcomes than process (as a way of

    navigating complexity). Simplicity
  22. Complex (complexity) means something that consists of many different and

    connected/ component parts.
  23. Service map (navigating something complex)

  24. An outcomes based approach to complexity: - Creating simple models

    to communicate component parts of a bigger picture/system. - Framing challenges and priorities without being drawn into detail too early or in the wrong places. - Having a clear goal (vision/proposition) to work towards that helps us stay focussed on user-based and/or policy outcomes.
  25. Not over-complicating (and being able to visualise and communicate clearly).

    Simplicity
  26. Storyboarding

  27. User Experience (impact) Safeguarding outcomes (impact) Organisation capabilities Data security

    Service/systems view
  28. When dealing with complexity, let’s go back to first principles.

    Simplicity
  29. First principles is breaking something down to its most fundamental

    component parts, or what you believe is true. Then you work from there.
  30. “…[a framework or model] is purposefully reductive. It takes things

    away, emphasising only a small part of a large whole, so that we can focus only on what remains. A world map is a model of earth that removes nearly everything about the planet, leaving only relative masses, names of countries and cities, and overall proximity.” Jon Kolko
  31. We can change that

  32. None
  33. Design is about imagining what the future could look like.

    Putting sticks in the ground.
  34. A big idea is better than having a big plan.

    People get behind ideas, and are inspired, engaged and take action because of ideas.
  35. Not knowing

  36. None
  37. Ambiguity is holding opposing/different ideas in tension at the same

    time.
  38. Learning by doing is working with what you don’t know.

  39. Prototyping

  40. Starting Taking intuitive leaps Strong opinions (loosely held) Ideas in

    tension Confidence to let go of detail Doing the hard work (creatively)
  41. Changing our minds

  42. How can we prove we’re right? Changing our minds

  43. How can we prove we’re right? How might we be

    wrong about this? Changing our minds
  44. Open (creativity, ideas, and making new connections)

  45. None
  46. …giving ourselves a way to see the world outside, as

    well as letting the world see us.
  47. Collaboration connects and creates new ideas. Open

  48. Open Are the result of new perspectives. They open new

    doors. Bad ideas restrict or close doors. Combine They’re combinations and connections between smaller ideas. Question They challenge accepted truths, principles, and the ways things currently work. Good ideas (the process of exploring & connecting) Adapt They’re able to adapt to future changes and new circumstances. Active They invite further exploration, and can be a call to action e.g. for testing and learning. Grow They generate more ideas which can improve on one another.
  49. Creativity should not be thought of as a specialist or

    localised resource, but as a competence that needs to be part of the fabric of 21st century organisations.
  50. What do you see?

  51. None
  52. You get to design what happens next...

  53. Thanks @benholliday benholliday.com wearefuturegov.com