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Design is increasingly used to develop public services, and considerations have arisen regarding how to gain best value from it. Design ladders and design maturity models are commonly also referenced in the public sector, but we argue that their adequate use must rest on an informed view of the diversity of design activities in public-sector organizations. The world's major cities are large and highly diversified organizations. Our inductive case study of one of them, the city of Helsinki, reveals 23 design activities, distinct in terms of the process, outcomes or agency that design has. These activities can be grouped into six different clusters. These lay the ground for each other and support the cultural transformation of the organization into being a more citizen-centric organization. At the same time, they also create a design management challenge and confusion over what 'design' is and what it can do. [ABSTRACT FROM AUTHOR]

This paper focuses on organizational change as a co-design challenge. Organizational change is addressed as a human process of relating that takes place in various interactions. This paper aims to contribute to a better understanding of what to consider when designers are facilitating co-design for organizational change. We draw from literature on both human-oriented organizational change and co-design. To illustrate how interactions take place in an organizational co-design project, we discuss accounts from a research project that aimed at improving collaborative innovation practices. We highlight that the meanings for change surfaced within organizations and in interaction. We bring to light the in-between space revolving around the two organizations: the facilitator team and the company project team. This temporary in-between space of co-design is facilitated by designers but filled in by participants' engagement and entangled interactions. [ABSTRACT FROM AUTHOR]

This paper portrays crossorganizational collaboration in service networks as a new challenging context for service design. The paper reflects on the role of cross-organizational service networks in a Finnish municipality-initiated research and development project. the project sought to develop new practices for supporting independent living for the elderly involving diverse organizations across public, private and third sectors. The intent was to apply collaborative and customer-centred service development. For this paper, interviews were reviewed from 16 project participants to find out how they perceived cross-organizational collaboration and the role of service design in this project. From these findings, we identified barriers to collaborations that originated in tensions between different organizations and structural and situational barriers that sometimes could be traced to specific mindsets on an organizational level. Based on the insights from these interviews, we explain how service design may contribute to enhancing collaborative developments within and across cross-organizational service networks. [ABSTRACT FROM AUTHOR]

The increasing interest in engaging users and other partners in collaborative design has led to an increase in the number of methods for organising collaboration. The aim of these methods is to support collaborative explorations of future opportunities in inspiring atmospheres. In this discourse, design games have become a popular concept that has been widely adopted to describe various design activities, which at first glance do not necessarily share many qualities. This paper aims to provide further understanding about the purposes that design games serve in codesign. The main contribution of the paper is the introduction of a play framework that highlights three perspectives on how design games appear to different people experiencing them: as a tool, as a mindset and as a structure. To clarify the components of design games, the paper reflects on the relations between design and games, the two parts of the concept ‘design games’, and two further qualities embedded in games: play and performance. [ABSTRACT FROM PUBLISHER]

In this article, we will introduce a co-design method called Storytelling Group that has been developed and tested in three service design cases. Storytelling Group combines collaborative scenario building and focus group discussions. It inspires service design by providing different types of user information: a fictive story of a customer journey is created to illustrate a ‘what if’ world, users tell real-life stories about their service experiences, users come up with new service ideas, and they are also asked about their opinions and attitudes in a focus-group type of discussion. The method was developed for service design cases where a longer time perspective has an important role. Moreover, the method is a quick start for actual design work but still includes users in the process. [ABSTRACT FROM AUTHOR]

User-centred design is a widely acknowledged practice. Much attention has been paid to the methods, tools and processes on how to conduct design research and field studies with and about ‘users’ and existing or possible ‘contexts of use’. The underlying driver is that the design team will be better at designing if they have an empathic understanding of the people to design with and for. Currently, more effort is invested in engaging various stakeholders in collaborative design activities that nurture an attitude of human-centredness as a strategy. Empathic design approaches are essential in such strategies as they value subjective and experiential perspectives in design. The objective of this paper is to illustrate and discuss different kinds of formats that can be used to work with representations of field research findings and insights in ways that can be open-ended. Being open-ended means that they can allow and inspire new individual interpretations for various participants in the collaborative design processes, which include users, designers and other stakeholders. What is argued for here is the value of incompleteness of field study outcomes as it invites sense-making through making new interpretations which lead to empathic understanding and engagement. Rather than communicating the final results, design in supporting collaboration is applied in a process of exploring what it is that will create value for specific people. [ABSTRACT FROM AUTHOR]

Designers are facing new kinds of design tasks beyond their traditional expertise that call for tools and practices to facilitate design collaboration. This article focuses on the relations between probing and issues of collaboration and participation. It first introduces the probes approach and then describes how it has been applied to support collaboration and participation in case studies which have been conducted in the context of design research and company collaboration in Finland. The article also discusses the role of probing in enhancing collaboration. It proposes that the probes approach can have roles in supporting an iterative co-exploring of the design space, as well as in facilitating collaboration with various stakeholders in co-design. [ABSTRACT FROM AUTHOR]

In user-centered design, attention has shifted from improving usability and addressing ergonomic problems to wider perspectives such as experiences in everyday life. This shift has forced user-centered practitioners to evaluate and develop tools for finding new means of understanding user experience for design. Visual, playful and open-ended probes have raised fresh interest in the design community. In order to create a deeper understanding of this approach, this paper presents the fundamental qualities of probes and, based on empirical data and literature, describes four reasons for applying them in the product development and concept design context: for inspiration, for information, for participation and for dialogue. [ABSTRACT FROM AUTHOR]