Systemic design
for tackling
complexity
Session 5: Exploring
© Service Design College
Agenda
Tools for exploring the solution space
⁃ Intervention Strategy
⁃ Outcome Map
Homework
Prepare your group presentation for Nov 18
© Service Design College
Exploring the
Possibility Space
© Service Design College
Stage 5
Exploring the Possibility Space
Stage 5 moves the journey toward
‘the desired system’ through the next
three stages.
⁃ The possibility space explores the most
effective design interventions with
potential for system change.
⁃ Systemic design tools help define scenarios,
leverage points for change, and identify the
places and times for influential intervention.
© Service Design College
Intervention
Strategy
Envisioning the solutions to system problems
© Service Design College
Intervention Strategy
A method to understand and explore on
which levels (=where) you should
intervene in the system to deliver the
intended value.
Why
⁃ System change requires an approach to
coordinate intervene on multiple levels
⁃ Mix interventions for leverage by design
© Service Design College
Based on D. Meadows – “Leverage Points: places to intervene in a system” © Service Design College
Formats of mapping canvas
Horizontal format
⁃ Shows degree of impact
⁃ Better for presentation purposes
Wheel poster
⁃ Works well in co-design workshop
Card deck (not part of the toolkit)
⁃ 44 cards
⁃ Per level: one introductory card and
three cards detailing possible
interventions with concrete examples
© Service Design College
Where do we find leverage? Leading Sustainable Healthcare
Measure health
• Finding leverage for system change as a continuum
impact of prevention
• Generative, based on knowledge insight Support
among team members distributed From disease as
incentivizing health mechanistic to
• First find how points of intervening sustainable use coordination systemic
of materials approaches phenomenon
enable choices of different types of Sustainability
standards &
change/impact improve approval
supply process
• Don’t always assume “more power is chains
better.” More leverage can have more
consequences.
• Smaller changes sooner that lead to
larger changes over time Formalized-patient
groups for supply
donation Creation of
Value based
independent
health care; only consumer-
Defining paid for
systemic / insurance groups
preventing bad (relational
holistic KPIs outcomes
insurance)
Exercise - MIRO
Intervention Strategy
Where should we intervene in the system?
Clothes show
Tax fast our personality
fashion + ethics
⁃ Look back at the leverage points of your system
Increase Stop
stock of “bargain”
sustainable mindset
clothes?
map and the value proposition. Virtual
Buying with
wellbeing of
community of
humans and the
responsible
planet in mind
buyers
⁃ Locate which levels/places you would intervene More time to
think over a
Encourage
conversations
about ethical
to enhance leverage, in order to achieve an
purchase
consuming
Stop bal. loop Inform about
of shopping for negative
intended systemic value change. emotional
reasons
consequences
(cf. labels) Restrict import
from low wage
countries
Stop esc. loop of
always wanting
new and better
⁃ Use clockwise for radical innovation or counter-
clockwise for incremental change.
Go for radical today.
© Service Design College
Outcome
Map
Building pathways to impact
© Service Design College
Outcome Map
A method to define visualise and the major
activities and outcomes of a change programme
and link them to the desired system impacts.
Why
⁃ To ideate on activities and preconditions
⁃ To validate your intervention model and to
understand the capacities needed
⁃ To make a visual delivery
Based on Integral Strategy outcome mapping method from David Forrest © Service Design College
Outcome Map cases
Empowering children with
parents in prison
⁃ How can we, through a product-
service system improve the
relationship between child and
incarcerated parent, without
losing autonomy?
Example from Maud Gruyters (Master thesis UAntwerp) © Service Design College
© Service Design College
ma ludieke
u
Tra
verwerkings-
technieken
zelfstandige
toegang tot
ondersteuning
meer
situatie data omtrent
kaderen zelfreflectie kinderen van
gedetineerden
informatie
voorziening
meer
schuldgevoel en triggers erkenning
verantwoordelijkheid ontkrachten voor situatie
wegnemen grotere kinderen
trauma bewustwording grotere
verminderen omtrent kinderen zichtbaarheid
ra c ht van gedetineerden
rk momenten
e
minder
Ve
van gemis
isolatie
opvangen
betere
kinderen thuis ondersteuning van
veerkracht
ondersteunen verbeteren eigenwaarde
kinderen met gedetineerde minder
ouders leidt tot goed stigma omtrent
opbouwen ontwikkelde individuen en
kinderen van
emoties een betere relatie tussen
veerkracht gedetineerde ouder en kind, wat gedetineerden
reguleren veiligere
opbouwen zorgt voor een betere (her)
integratie van kind en ouder maatschappij
in de samenleving.
emoties
verklaren
informatie
minder
voorziening
relatie psychologische
problemen bij het
kinderen in herstel versterken opgroeien
de gevangenis vertrouwen
ondersteunen in de
gedetineerde minder
ouder recidive
betere
connectie liefde
tussen kind en weergeven betere
gedetineerde gezinsband
ti n g ouder
Hec h stimuleren van
communicatie wederzijds
engagement
gedetineerde
ouder en kind
tijd in
delen iets
elkaar steken
gemeenschappelijk
wanneer kind en
gedetineerde
ouder apart
zijn
© Service Design College
Exercise - MIRO
Outcome Map
1. Direct purpose of the programme
(System value proposition)
2. Strategic outcomes (what goals must be met
to achieve purpose? – from intervention
strategy)
3. Impacts of the new system (Value)
4. Ultimate Strategic Impact (what will be the
effect of system change? – ultimate value)
5. Activities – These are your current efforts
6. Preconditions – What must be in place?
7. Outcomes from the activities that link
together (from Intervention Strategy/leverage
points)
© Service Design College
Homework
© Service Design College
Homework:
Prepare your group presentation
In two weeks, each group will have 10 minutes:
5 min. to present the results/5 minutes Q&A/discussions
Prepare your presentation as follows:
⁃ Main findings/issues (from the system map)
⁃ Outcome map: central purpose, clusters of activities & preconditions (with some
examples), impact/value creation on the mid and long term
Send your presentation at least 3 days before the next session to the Topics section
⁃ Make sure to look at each other’s presentations
⁃ Prepare questions for each other
© Service Design College
Q&A
© Service Design College
Live sessions calendar
Week 1 Introduction
Week 2 (Oct. 07) Framing & Listening
Week 3 No live session, time to conduct interviews
Week 4 (Oct. 21) Understanding
Week 5 (Oct. 28,) Envisioning
Week 6 (Nov. 04) Exploring
Week 7 No live session, time to prepare presentations
Week 8 (Nov. 18) Planning & Transition
© Service Design College
