JM
J.D. Meer
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1
This project explored sketching for remote collaboration, with the goal of enabling the design agency Idean to use sketching actively in their remote workshops. To achieve this goal, the focus of the project was on developing a toolkit for sketching in remote workshops. The development of the toolkit was divided into three phases - a research phase, an experiment phase and a synthesis phase.
In the research phase several benefits of sketching that the toolkit should promote were found, as well as drawbacks of sketching that the toolkit should mitigate. The Integrated Creative Problem-Solving theory was studied, to identify how the toolkit can be integrated with the creative process of Idean’s workshops. Remote collaboration was studied in order to identify which considerations had to be taken into account when moving from face to face to remote workshops. In addition to this, the Theory of Planned Behaviour was studied, in order to figure out how the toolkit could promote the use of sketching in remote workshops.
The experiment phase was conducted through three sprints where the toolkit was developed. The first sprint was concerned with the practical challenges of creating and collaborating by means of sketches in a remote workshop. The second sprint tackled the challenge of creating meaningful activities around sketching in remote workshops. Finally, the third sprint further developed the activities, in addition to tackling how to warm up the participants’ sketching abilities and how to capture the value of the sketching activities for use beyond the workshop.
In the synthesis phase the different solutions that were developed in the experiment phase were revised based on the insights from all three sprints, and the solutions were compiled into a toolkit.
The toolkit includes sketching instructions, a method for creating and collaborating around sketches, sketching activities, guidelines on how to structure the activities and guidelines on how to capture the value of the activities for use beyond the workshop. The different components of the toolkit provide structure to the different aspects of including sketching in remote workshops, while promoting the benefits of sketching. In this way, the toolkit provides both the facilitator and the participants in the workshop with the control needed to use sketching in remote workshops, in order to achieve meaningful outcomes.
...
In the research phase several benefits of sketching that the toolkit should promote were found, as well as drawbacks of sketching that the toolkit should mitigate. The Integrated Creative Problem-Solving theory was studied, to identify how the toolkit can be integrated with the creative process of Idean’s workshops. Remote collaboration was studied in order to identify which considerations had to be taken into account when moving from face to face to remote workshops. In addition to this, the Theory of Planned Behaviour was studied, in order to figure out how the toolkit could promote the use of sketching in remote workshops.
The experiment phase was conducted through three sprints where the toolkit was developed. The first sprint was concerned with the practical challenges of creating and collaborating by means of sketches in a remote workshop. The second sprint tackled the challenge of creating meaningful activities around sketching in remote workshops. Finally, the third sprint further developed the activities, in addition to tackling how to warm up the participants’ sketching abilities and how to capture the value of the sketching activities for use beyond the workshop.
In the synthesis phase the different solutions that were developed in the experiment phase were revised based on the insights from all three sprints, and the solutions were compiled into a toolkit.
The toolkit includes sketching instructions, a method for creating and collaborating around sketches, sketching activities, guidelines on how to structure the activities and guidelines on how to capture the value of the activities for use beyond the workshop. The different components of the toolkit provide structure to the different aspects of including sketching in remote workshops, while promoting the benefits of sketching. In this way, the toolkit provides both the facilitator and the participants in the workshop with the control needed to use sketching in remote workshops, in order to achieve meaningful outcomes.
...
This project explored sketching for remote collaboration, with the goal of enabling the design agency Idean to use sketching actively in their remote workshops. To achieve this goal, the focus of the project was on developing a toolkit for sketching in remote workshops. The development of the toolkit was divided into three phases - a research phase, an experiment phase and a synthesis phase.
In the research phase several benefits of sketching that the toolkit should promote were found, as well as drawbacks of sketching that the toolkit should mitigate. The Integrated Creative Problem-Solving theory was studied, to identify how the toolkit can be integrated with the creative process of Idean’s workshops. Remote collaboration was studied in order to identify which considerations had to be taken into account when moving from face to face to remote workshops. In addition to this, the Theory of Planned Behaviour was studied, in order to figure out how the toolkit could promote the use of sketching in remote workshops.
The experiment phase was conducted through three sprints where the toolkit was developed. The first sprint was concerned with the practical challenges of creating and collaborating by means of sketches in a remote workshop. The second sprint tackled the challenge of creating meaningful activities around sketching in remote workshops. Finally, the third sprint further developed the activities, in addition to tackling how to warm up the participants’ sketching abilities and how to capture the value of the sketching activities for use beyond the workshop.
In the synthesis phase the different solutions that were developed in the experiment phase were revised based on the insights from all three sprints, and the solutions were compiled into a toolkit.
The toolkit includes sketching instructions, a method for creating and collaborating around sketches, sketching activities, guidelines on how to structure the activities and guidelines on how to capture the value of the activities for use beyond the workshop. The different components of the toolkit provide structure to the different aspects of including sketching in remote workshops, while promoting the benefits of sketching. In this way, the toolkit provides both the facilitator and the participants in the workshop with the control needed to use sketching in remote workshops, in order to achieve meaningful outcomes.
In the research phase several benefits of sketching that the toolkit should promote were found, as well as drawbacks of sketching that the toolkit should mitigate. The Integrated Creative Problem-Solving theory was studied, to identify how the toolkit can be integrated with the creative process of Idean’s workshops. Remote collaboration was studied in order to identify which considerations had to be taken into account when moving from face to face to remote workshops. In addition to this, the Theory of Planned Behaviour was studied, in order to figure out how the toolkit could promote the use of sketching in remote workshops.
The experiment phase was conducted through three sprints where the toolkit was developed. The first sprint was concerned with the practical challenges of creating and collaborating by means of sketches in a remote workshop. The second sprint tackled the challenge of creating meaningful activities around sketching in remote workshops. Finally, the third sprint further developed the activities, in addition to tackling how to warm up the participants’ sketching abilities and how to capture the value of the sketching activities for use beyond the workshop.
In the synthesis phase the different solutions that were developed in the experiment phase were revised based on the insights from all three sprints, and the solutions were compiled into a toolkit.
The toolkit includes sketching instructions, a method for creating and collaborating around sketches, sketching activities, guidelines on how to structure the activities and guidelines on how to capture the value of the activities for use beyond the workshop. The different components of the toolkit provide structure to the different aspects of including sketching in remote workshops, while promoting the benefits of sketching. In this way, the toolkit provides both the facilitator and the participants in the workshop with the control needed to use sketching in remote workshops, in order to achieve meaningful outcomes.
Master thesis
(2019)
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Zhe Duan, Han van der Meer, Simon Tiemersma, Katrina Heijne, Frank Stemerding
A creative session is a lot more than a session of generating ideas. It’s part of a much larger goal of delivering innovation in a company. It is necessary to get everyone on board and motivated. And when the motivation levels reached, then beautiful things can happen. In order to achieve a certain motivation level, It’s imperative that people feel the engagement during the creative session. Being engaged in the creative session is not just about paying attention. With positive emotions, people would stimulate themselves to put more effort and energy which formulates a positive loop. And game is the main media as the fun-generator. There is a huge opportunity that puts the game experience to the creative session to explore and examine business challenges, to improve collaboration, and to generate novel insights about the way the world works and what kinds of possibilities we may find there in a playful way.With the collaboration of the serious game company &RANJ, the graduation project focus on developing a toolkit for the creative session based on gamification methodology to stimulate engagement of participants. And eventually, HomeTree - a gamified toolkit that includes four sequent mini-game challenges within a complete story to support participants with diverse backgrounds to get committed to the creative session process in a playful and tangible manner is designed to fufill the project objective.
...
A creative session is a lot more than a session of generating ideas. It’s part of a much larger goal of delivering innovation in a company. It is necessary to get everyone on board and motivated. And when the motivation levels reached, then beautiful things can happen. In order to achieve a certain motivation level, It’s imperative that people feel the engagement during the creative session. Being engaged in the creative session is not just about paying attention. With positive emotions, people would stimulate themselves to put more effort and energy which formulates a positive loop. And game is the main media as the fun-generator. There is a huge opportunity that puts the game experience to the creative session to explore and examine business challenges, to improve collaboration, and to generate novel insights about the way the world works and what kinds of possibilities we may find there in a playful way.With the collaboration of the serious game company &RANJ, the graduation project focus on developing a toolkit for the creative session based on gamification methodology to stimulate engagement of participants. And eventually, HomeTree - a gamified toolkit that includes four sequent mini-game challenges within a complete story to support participants with diverse backgrounds to get committed to the creative session process in a playful and tangible manner is designed to fufill the project objective.
Design for Leave-taking
Research and design for leave-taking experience in an aviation context
This research project focuses on understanding and improving the leave-taking experience in KLM Royal Dutch Airlines. The main focus was to explore how KLM HR can provide a better leave-taking experience for employees and managers. The study started with literature review, followed by context-mapping methodology as the main methogs. The findings and the results are summarised as a design toolkit. This toolkit depicts the overview of context analysis and provides hints and tips when designing for different target groups in KLM. This design toolkit serves two purposes: 1. An organised and interactive information carrier for the stakeholders to have the full picture of the findings and 2. A design facilitator that guides the developers and designers when generating new ideas to solve these problems. With the use of the toolkit, three concepts were proposed in corresponding to the three problems. Through the impact/effort matrix, one of the concepts ‘Manager dashboard’ was selected and further developed into three products. The products are mainly designed for the managers who have big team of staff work in shifts, as they have the most pain in supervising leave-taking, sickness and absenteeism. With the roadmap provided, it is expected that two of the products can be launched in 2020 Q1, and the other can be launched in 2021 Q4. The budget of the product can not be calculated due to the limited information, but a rough estimation leads to a safe of € 26.557.500 if the absenteeism rate in KLM can drop by merely 1%.
...
This research project focuses on understanding and improving the leave-taking experience in KLM Royal Dutch Airlines. The main focus was to explore how KLM HR can provide a better leave-taking experience for employees and managers. The study started with literature review, followed by context-mapping methodology as the main methogs. The findings and the results are summarised as a design toolkit. This toolkit depicts the overview of context analysis and provides hints and tips when designing for different target groups in KLM. This design toolkit serves two purposes: 1. An organised and interactive information carrier for the stakeholders to have the full picture of the findings and 2. A design facilitator that guides the developers and designers when generating new ideas to solve these problems. With the use of the toolkit, three concepts were proposed in corresponding to the three problems. Through the impact/effort matrix, one of the concepts ‘Manager dashboard’ was selected and further developed into three products. The products are mainly designed for the managers who have big team of staff work in shifts, as they have the most pain in supervising leave-taking, sickness and absenteeism. With the roadmap provided, it is expected that two of the products can be launched in 2020 Q1, and the other can be launched in 2021 Q4. The budget of the product can not be calculated due to the limited information, but a rough estimation leads to a safe of € 26.557.500 if the absenteeism rate in KLM can drop by merely 1%.
Creating customer intimacy and increasing employee engagement
A case study at Air France - KLM on the implementation of their choice for customer intimacy
A few years ago, Air France – KLM decided to change their strategy to become the most customer intimate airline group in Europe. It is a challenging choice to move a large company into a different direction. During six months, research have been
conducted at Air France – KLM (AFKL) regarding customer intimacy and employee engagement. The first goal of this assignment is to create a common understanding on customer intimacy and how this can be generated. The second goal is to design a solution that engages Air France – KLM employees towards more customer intimate behavior. Additionally implementation strategies are defined to roll out the concept throughout the company. ...
conducted at Air France – KLM (AFKL) regarding customer intimacy and employee engagement. The first goal of this assignment is to create a common understanding on customer intimacy and how this can be generated. The second goal is to design a solution that engages Air France – KLM employees towards more customer intimate behavior. Additionally implementation strategies are defined to roll out the concept throughout the company. ...
A few years ago, Air France – KLM decided to change their strategy to become the most customer intimate airline group in Europe. It is a challenging choice to move a large company into a different direction. During six months, research have been
conducted at Air France – KLM (AFKL) regarding customer intimacy and employee engagement. The first goal of this assignment is to create a common understanding on customer intimacy and how this can be generated. The second goal is to design a solution that engages Air France – KLM employees towards more customer intimate behavior. Additionally implementation strategies are defined to roll out the concept throughout the company.
conducted at Air France – KLM (AFKL) regarding customer intimacy and employee engagement. The first goal of this assignment is to create a common understanding on customer intimacy and how this can be generated. The second goal is to design a solution that engages Air France – KLM employees towards more customer intimate behavior. Additionally implementation strategies are defined to roll out the concept throughout the company.
Master thesis
(2017)
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Alicia Calderon Gonzalez, Ingrid Mulder, Katrina Heijne, Han van der Meer, Sophia Altekamp
A new context where designers and other professionals from different fields are becoming increasingly more involved in tackling the daily challenges that we are facing as societies has emerged. Oak & Morrow, a strategic design studio based in Rotterdam, wants to position themselves among this context, by acquiring new knowledge on how their expertise on strategic design could be used to tackle projects on societal challenges. Driven by the curiosity of the studio on projects that aim at solving social problems, this graduation project was set up as a collaboration of Oak & Morrow with TU Delft. The research of the project provides insights on the value that the discipline of Futures thinking can add to Strategic design when designing for projects related to societal challenges. Moreover, it argues that the combination of both disciplines can be used as a knowledge base to develop solutions for societal challenges that have a positive effect on the systemic level.
The project has dealt with both a research and a design part. The research part has explored three different areas, being 1. Futures thinking and Strategic design, 2. internal analysis of Oak & Morrow and 3. societal challenges and social innovation. Different types of qualitative methodology has been employed to tackle these three areas, with research methods including literature and generative research, among others. As part of the research activities, different sessions such as a Contextmapping session with Oak & Morrow, or a testing session with design students have been conducted.
Based on all the findings of the research of the project, a toolkit has been designed for Oak & Morrow to use Futures thinking and Strategic design to design for societal challenges. As part of the information reviewed to collect insights for the design of the tool, existing tools and methodologies of the disciplines of Strategic design and Futures thinking were analysed during the research phase. These served as inspiration for the ideation of the toolkit for Oak & Morrow. Moreover, the main conclusions of the research that inspired the design of the toolkit have been compressed in different sets of criteria. These criteria defined the characteristics and purposes of the toolkit.
The toolkit designed for Oak & Morrow includes activities of Futures thinking and business innovation and contemplates guidelines of social innovation. The toolkit has been structured in three phases: 1. Preparations phase, 2. Uncovering value opportunities and 3. Towards systemic change. Each of the three phases includes different tools focused on a different step of the Futures thinking, business innovation or social innovation process.
Overall, the project’s outcomes uncover the value of combining Futures thinking and Strategic design for designing for projects related to societal challenges with a systemic impact. Moreover, the toolkit gives Oak & Morrow the opportunity of exploring a new line of expertise and making stronger their current strategic toolkit. However, to fully measure the value of the toolkit, this should be evaluated in actual design projects with a real case, client demands and the common time constraints of a professional project.
...
A new context where designers and other professionals from different fields are becoming increasingly more involved in tackling the daily challenges that we are facing as societies has emerged. Oak & Morrow, a strategic design studio based in Rotterdam, wants to position themselves among this context, by acquiring new knowledge on how their expertise on strategic design could be used to tackle projects on societal challenges. Driven by the curiosity of the studio on projects that aim at solving social problems, this graduation project was set up as a collaboration of Oak & Morrow with TU Delft. The research of the project provides insights on the value that the discipline of Futures thinking can add to Strategic design when designing for projects related to societal challenges. Moreover, it argues that the combination of both disciplines can be used as a knowledge base to develop solutions for societal challenges that have a positive effect on the systemic level.
The project has dealt with both a research and a design part. The research part has explored three different areas, being 1. Futures thinking and Strategic design, 2. internal analysis of Oak & Morrow and 3. societal challenges and social innovation. Different types of qualitative methodology has been employed to tackle these three areas, with research methods including literature and generative research, among others. As part of the research activities, different sessions such as a Contextmapping session with Oak & Morrow, or a testing session with design students have been conducted.
Based on all the findings of the research of the project, a toolkit has been designed for Oak & Morrow to use Futures thinking and Strategic design to design for societal challenges. As part of the information reviewed to collect insights for the design of the tool, existing tools and methodologies of the disciplines of Strategic design and Futures thinking were analysed during the research phase. These served as inspiration for the ideation of the toolkit for Oak & Morrow. Moreover, the main conclusions of the research that inspired the design of the toolkit have been compressed in different sets of criteria. These criteria defined the characteristics and purposes of the toolkit.
The toolkit designed for Oak & Morrow includes activities of Futures thinking and business innovation and contemplates guidelines of social innovation. The toolkit has been structured in three phases: 1. Preparations phase, 2. Uncovering value opportunities and 3. Towards systemic change. Each of the three phases includes different tools focused on a different step of the Futures thinking, business innovation or social innovation process.
Overall, the project’s outcomes uncover the value of combining Futures thinking and Strategic design for designing for projects related to societal challenges with a systemic impact. Moreover, the toolkit gives Oak & Morrow the opportunity of exploring a new line of expertise and making stronger their current strategic toolkit. However, to fully measure the value of the toolkit, this should be evaluated in actual design projects with a real case, client demands and the common time constraints of a professional project.