Adapting the process of a public sector innovation lab with the help of design thinking

Abstract

In the Netherlands, one of the government bodies solving complex problems is the Netherlands Enterprise Agency (‘Rijksdienst Voor Ondernemers’; RVO). Within RVO, X-lab is developing new ways of working to be better prepared to deal with these complex problems. In short, X-lab is RVO’s internal innovation lab that creates and collects different frameworks, methods and tools to support policy writers when they solve problems. They do this by co-creation, developing frameworks, experimenting and setting up processes. In practice it has been noted by X-lab that innovative ideas are being created with the help of X-lab, but not always successfully carried out in practice. Hence, X-lab is working on improving its methods and processes. A new method they are currently developing is flow design, which is seen as a good fit to solve the present complex problems. However, X-lab encounters problems scaling up the flow design method, therefore it is not practiced by many. I was approached to further investigate this problem. While investigating the problem, I noticed there are several underlying problems within flow design that do not allow flow design to live up to its full potential to deal with complex problems. This is mainly because after a flow design session no clear actions to solve the problem are designed after analysing the problem. Based on this insight, I decided to shift the focus of this research towards these underlying problems. Resulting in the following aim of this research: The aim of this research is to deliver a tangible product that enables X-lab to better deal with complex problems, supported by recommendations that are based on a thorough analysis of X-lab and flow design. Since I am a designer experienced in design thinking, the following research question was drafted: Where and how can design thinking support the trajectory of flow design within X-lab RVO? This thesis follows the structure of the double diamond as presented by the design council (2007). The starting point of this thesis was conducting research into X-lab and flow design. These results are evaluated and then compared to design thinking theories. Based on the outcome of this analysis several experiments were performed to develop the solution. As a final step this solution is validated and iterated. Resulting in two manuals and a decision-making canvas. The discovery phase The first phase of this thesis is the discovery phase. In this phase case studies and interviews are done to develop a theory explaining flow design. Based on this analysis several problems are identified which are arbitrary division, language, time limitation, lack of process and measuring impact. Of these problems lack of process is the most relevant problem and therefore it was selected to solve in this thesis. In this analysis it was concluded that flow design doesn’t live up to its full potential. According to the theories by Tuckmann (1972) and Snowden and Boone (2007), there need to be steps added after a flow design session, so that the group can live up to its full potential and so that complex/complicated problems are solved in the best possible way. Therefore, the question arises whether design thinking is a relevant theory to support in developing these steps and if so, how can it support flow design? The define phase: This question is answered in the second phase of this thesis, the define phase. With the help design thinking models, such as frame creation (Dorst, 2015) and the double diamond (Design council, 2004), the conclusion is made that design thinking is supporting when dealing with complex and complicated problems. Also, based on the design thinking models, two design thinking principles were drafted that can support flow design, which are:
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To be able to perform next steps while solving a problem, their needs to be clarity in which steps to take and why
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Secondly, these steps need to be taken using iteration and experimentation
The create phase:
The third phase of this process is the create phase. In this phase the solution is created and developed. To do so several experiments are performed to understand the moment of intervention, the use of frameworks, how to deliver clarity and their current way of experimentation. Based on these experiments a model is developed and tested. The result was a concept model, which had potential, but needed further iteration so that the user knows how to properly apply the model. This was done in the final phase.
The deliver phase:
The final phase of this thesis is the deliver phase. In this phase I have developed two manuals and a decision-making canvas which guides you through the necessary steps to take for solving a complicated or complex problem. These products were validated using a fictive case study. The evaluation pointed out that the product portfolio is succesfull, but where and how did design thinking support the trajectory of flow design? I will explain that based on the theories I have consulted in this thesis.
The support of design thinking:
Based on Tuckmann (1972) and Snowden (2007) and the interviews it can be said that the full potential of the current flow design process is not met. First of all, because in theory the potential is higher when all steps of the two theories are completed, and secondly, because flow design has no tangible outcome and therefore no clear actions to solve the problem are designed after analysing the problem. However, the final goal is to solve the problem, consequently the current flow design process could be improved.
So, flow design doesn’t perform all the steps of Tuckmann’s model of group development and also not of Snowden’s dealing with complex/complicated problems model. The missing steps in flow design are Tuckmann’s norming and performing steps and Snowden’s probe, sense and response steps for complex problems, and Snowden’s sense, analyse and response steps for complicated problems. The product portfolio was designed in such a way that it facilitates that all of Snowden’s and Tuckmann’s steps are performed. Furthermore, the validation showed that the product portfolio indeed delivered clear actions to solve the problem. Since, the product portfolio has been created with the use of design thinking, namely the methods of the double diamond and frame creation are being applied, I conclude design thinking supports the trajectory of flow design.
So, I have presented a product portfolio in this thesis which improves flow design. Furthermore, this product portfolio along with the thorough description I made on flow design itself has been written down in a tangible document that can be transferred to collegues within the organisation. Reflecting on the starting point of this project six months ago, I conclude that the side effect of this thesis is that the resulting product increases the potential scalability of flow design.
Lastly, the validation pointed out that improvements can be made on clarifying what type of problem you are dealing with and on how to use the action model more time efficient.