Designing new online support services for woman that have experience violence or threat of violence. This is the presentation for the day 2 of a one week workshop to design New Media concepts for the Third Sector. February 2015

1. WS – Day 2
Designing new online support services for
woman that have experience violence or threat
of violence
Andrea Botero/ Mariana Salgado /Sanna Marttila
Aalto School of Arts, Design and Architecture – Media Dept.

2. Working with the Third Sector
Noora Jokinen

3. Exercise #2
- Present the ideas we elaborate yesterday
- Group discussion and critic

4. Some basic vocabulary (jargon)
• Customer journey
• Touchpoint
• Front Stage (front-end) / Back
Stage (Back-end)
• Line of visibility/interaction
• Blue print

5. Customer Journey
The customer journey is a vivid, but structured
abstraction that maps the journey (time/movement) of a
person experiencing a service, together with the
interactions and relations she has with objects, people,
spaces, information, etc.
Customer journeys are usually visualized through a
timeline with different temporal divisions (before-during-
after) in order to both design the service and communicate
about it.
You can see this video about it:
http://www.youtube.com/watch?v=96gxo-AH638

6. Basic components of a customer journey (Based on Manning & Bodine 2012, p. 9)

7. Map by Mel Edwards 2012
Available in high res here: https://desonance.files.wordpress.com/2012/07/cxexample_highres_desonance.pdf

8. Customer Journey Mapping Game by Paul Kahn (Mad Pow) & Christophe Tallec (Uinfoshare)

9. FINDING & RECOMMENDATIONS FOR ALIGNING OGT SERVICE TOUCHPOINTS
Radarstation

10. Image from Frog Design

11. Map by Minna Ristolainen

12. Touchpoints
Referred to as the “tangibles” that make up the experience
of using a service. E.g: spaces, artifacts, interfaces, people.
They can have many forms: Leaflets, bills, posters,
interfaces, cards, customer service roles
You can see this video about it:
http://www.youtube.com/watch?v=96gxo-AH638

13. Source: Clarity Group – Touchpoints of a service mapped against the customer journey

14. Image Some rights reserved by Jen Beever

15. Blueprint
A blueprint is a visual schematic that includes the perspectives
of the person using the service AND the service provider (and
any other relevant parties that may be involved). It shows how
the different service components link into each other –
showing the different touchpoints and options customers have
to choose from and how the internal workings support those
choices. It is a tool for mapping/defining out the processes that
constitute the service.
The technique was first described by Lynn Shostack, a bank
executive, in Harvard Business Review in 1984.
See examples in:
http://www.servicedesigntools.org/tools/35

16. Blueprint
License- Some rights reserved by bschmove

17. Extracted from the article Service Blueprinting: A practical technique for Service Innovation by Mary o Bitnet

18. Actors/Network Mapping
A social network analysis tool that uses interviews and
mapping to help people understand, visualize, discuss, and
improve situations in which many different actors influence
outcomes. It can be called Actor Map or Net-map
toolbox or Service Ecology Map.
Focus on people or organizations involved in a service.

19. Actors Map
Image CC by netmaptoolbox

20. http://servicedesign.wikispaces.com/Actor+network+mapping

21. http://gsadesignglossary.com/ecology-map.html

22. Concept Map
A concept map is a diagram showing the relationships
among concepts. It is a graphical tool for organizing and
representing knowledge.
Concepts, usually represented as boxes or circles, are
connected with labeled arrows in a downward-branching
hierarchical structure. The relationship between concepts
can be articulated in linking phrases such as "gives rise to",
"results in", "is required by," or "contributes to".[1]
The technique for visualizing these relationships among
different concepts is called "concept mapping". (From
Wikipedia)

23. License
Some rights reserved by
rkdg portfolio

24. License
Some rights reserved by
Andrea Hughes

25. License Some rights reserved by madartsfactory

26. Concept Map
License Some rights reserved by activeside

27. They are tools that could be used with clients, end-
users and other stakeholders.
They are used during the design process to explore
and negotiate and understand the challenges of a
service.
They are used in workshops together to co-design
possible future solutions.
They are used to visualize the end results.
A combination of them are usually present in the
same project.

28. - open new ways of thinking on a problem
- sparkle ideas from the team
- help you realize where the problem is
-support your critical thoughts on a certain project/
service
- bring new aspects in the discussion
- allow complex issues to be discussed.
Why?
License Some rights reserved by yish

29. Further reading
New Representation Techniques for Designing in a
Systemic Perspective
By Nicola Morelli and Christian Tollestrup
Communicating though Visualizations: Service
Designers on Visualizing User Research.
By Fabian Segelström
Visualities - Communication tools for (service) design
By Chiara Diana, Elena Pacentti and Roberta Tassi.

30. Exercise #3
- Review existing Naisten Linja services
- Pick one and create a customer journey / blue print map
of the service with the info we have
- Identify knowledge gaps, problems, opportunities, etc

31. Exercise # 4
- Topics:
- 1) Recovery/ peer support / professional support
- 2) Identification of the problem
- 3) Digital Stalking
- Each group (2 people) pick one topic and start elaborating
on it
- 3Pm presentation

32. Refine and elaborate ideas
6 Thinking Hats
Edward de Bono (1985)
This presentation is (shamelessly) based on a slideset found at Slideshare which we have modified.

33. • The 6 Thinking Hats is a tool for (creative)
thinking and structured group discussion.
• Each color represents one perspective, there are
6 different ones.
• The main idea is to have the group only “wear
one hat at a time” when considering a problem/
idea.
The wearing of the hat is metaphorical.

40. The Unique Blue Hat
The blue hat is different from the other hats because it is involved
with directing the thinking process itself. We are actually using the
blue hat whenever we suggest the next hat to be used.
The blue hat need not be acknowledged at every turn however there
are some points which it is often helpful i.e.,
1. At the outset of a discussion – Lets decide what we want to
think about and which hats we will use?
2. At a midpoint to restate the thinking goal – I think we are
getting away from what we wanted to talk about. Can someone
recall what we decided to talk about?
3. At the end to summarise what thinking has been done –
Think of a sentence that tells about what we have been doing
today?

41. Single Hat and Sequence Use
The hats can be used singly at any point in thinking.
In general, this is the major use. The hats are
used as a convenience for directing thinking and
for switching thinking.
Simple sequences of two or three hats may be used
together for a particular purpose.
For example,
the yellow hat followed by the black hat may be
used to assess an idea.
The black hat followed by the green hat may be
used to improve a design.

42. Evaluation Sequence
To discover the positive aspects and negative
aspects of an idea. You use the yellow hat before
the black hat.
You could follow up with the green hat (new ideas)
and red hat (feelings) thinking.

43. Caution Sequence
Looking critically at situations. You are first
considering facts with the white hat.
Then use the black hat to discover difficulties.
This can be followed up with some blue hat or red
hat thinking.

44. Design Sequence
Encourage participants to create new ideas,
products or improvements to existing designs.
Use the blue, green and red hats.

45. Other Sequences
Red + White
Comparing fact and opinion
Black + Yellow + Green
Comparing and synthesising (coming up with
new ideas from the known)
White + Blue
What do we know (facts) and where are we going
(planning)

46. Task for tomorrow
• Read: Carroll, J. M. (1999). Five Reasons for Scenario-
Based Design. In Proceedings of the Thirty-Second
Annual Hawaii International Conference on System
Sciences-Volume 3 - Volume 3 (p. 3051–). Washington,
DC, USA: IEEE Computer Society. Retrieved from
http://dl.acm.org/citation.cfm?id=874070.876055
• Use the 6 thinking hats to evaluate and refine your ideas
(2)