Thread by @RohanIrvine

Next presentaion is by Ian Barker — Design Culture

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This is a short talk about a big topic that presents an immense opportunity.

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Iain is asking us to make a choice

1. Right thing long term.
2. Right thing short term

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Extra contraints: if you don't make your short term options everyone loses their jobs.

Which choice now?

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When presented with option we generally pick the choice of what we're incentivised to do.

Incentives drive behaviour.

You better incentivise the right thing.

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Iain will be using the Royal Commission into Banking as a back drop to explore what we can do to change culture in the organisations we work in.

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We've seen banks charge people for services that they didn't get, and when they died they still charged them.

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The commision has been able to show that this is the culture of the organisations not just rogue individuals. There have been resignations of leadership in the organisations.

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Are we kidding ourselves about the impact we have? Are we lipstick merchants?

Or have we been focussing on the wrong thing?

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We start by finding out what's desirable, and then we ignore that and create something based on business viability.

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Human Centred design is empty rhetoric.

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Since the royal commission now the board rooms are talking about:

Culture
Trust
Customer

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Directors, execs and board members are seeing that they're going to be held accountable for the culture of an organisation—and they don't know how to change it.

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To maximise our impact we need to understand the organisational context we start to creat human Centred design.

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Too much of our effort is focussed on the customer interacting pparts of an organisation, not the critical parts of the organisation that create problems and change our solutions.

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By influence organisational culture were going to be abke to have the most impact with our work.

We must design organisations and their culture.

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So what are the root causes of cultural problems at organisations?

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Short-termism.

Over indexing on short term over long term decision making.

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The short termism is at odds with the purpose of a board who are to look forward for current and future stakeholders.

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SPICE model for future thinking orgs.

Society of
Partners
Investors
Customers
Employees

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How might we help organisations redo us from short-termism?

You need to be an optimist.

The people who run organisations are human and they may not know the they're being harmful.

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At Meld they've witnessed Executives and boards break down when they're shown the current state of their organisation and the services and products they sell.

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It is far easier to make good decisions for customers when you have access to them, which is not the case as you move up in seniority in an organisation.

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Every research project is an opportunity to consider your audience beyond the project.

Give the senior people access to customers in a digestible format.

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We (designers) need to reframe our purpose.

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I shared with a new colleague who's actually at Conical First who said there's no death registry which is why fees keep getting charged.

I share that I help my organisation make better decisions.

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We need to stop thinking we create outputs

And start thinking we facilitate activities.

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We need to shift our fixation with methodologies to design mindsets for all.

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We need to nurture design mindsets in non-designers

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Celebrate asking good questions instead of only when we get good outcomes

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Don't fixate on human Centred bandaids.

The dark horse of culture will destroy your efforts. You need to reshape your organisation to have a human-centred core.

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We need a human-centred culture change program.

Multi year
Multitude of activities
Apprenticeships
A new purpose and mission to make decisions on

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Meld were awarded good design award of the year for: growing human Centred design mindsets and capabilities across Queensland Government. It was the first year the award went to something that wasn't tangible.

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The HCD capability was designed to bring as many people working in QLD to the people first mindset.

They created a toolkit to be shared throughout government.

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Meld tested a variety of tools and methodologies to build capabilities at scale. This included remote coaching and resources for teams.

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They built such a depth of understand of where colleagues were in the organisation with they HCD development which made the toolkit at the right level for people to build their own skills.
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The stakeholders on the project have said that it's increased the collaboration across the organisations.

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How are boards currently responding?

A collection of fear and anxiety

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They're asking should we rather than can we

Combing through complaints

Focussing on individual staff who get it.

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What should we do?

We need to rise to the challenge, set our ambitions higher, asso Kate ourselves with the topic, learn the language to communicate with new people and remain human Centred.

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Help organisations become better versions of the selves.

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Audience question:
What would you incentivise at the front line?

A: What are the human Centred behaviours you want to encourage, and how do you incentivise those behaviours collectively, not individually.

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Q: how do these projects even come up?

A: QLD tried experiments and failed a couple times, when Iain went to the pitch they just listened to what they wanted to do and they asked about the human Centred design work they'd already did.

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A: Trojan horse approach by @cityofsound where you sneak HCD in to the organisation but Iain suggests culture crushes the movement.

He's suggesting focussing on culture change using HCD

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@threadreaderapp please unroll