In this GJC article we discuss how design thinking can support policy development, particularly in the public policy domain.
Design thinking for public policy
Design thinking helps focus on solutions by starting with the goal of a better future rather than a ‘problem to solve’.
Design thinking is a creative process to build ideas. It is a different mind-set to analytical thinking which is usually used to deconstruct ideas. Design thinking is consequently more creative than traditional problem-solving approaches.
Design thinking can help public service entities get closer to their customers, understand their needs, and develop innovative products and services to meet those needs. It is particularly useful for addressing particularly complex problems by pursuing a more person-centric, innovative approach.
Design thinking has been applied more in often in the context of (public) services design, but could be used more in substantive policy design if carefully applied.
The mind-set needed for design thinking:
adopting a human-centred rather than a system-led approach. This means focusing on human values and needs. Design thinking requires having empathy for the people impacted by a problem, seeking user feedback, and then reflecting it in the design.
making experimentation a key part of the design process. Readily exploring ideas, developing prototypes, and testing ideas and thinking rather than jumping to solutions. The aim is to allow fast failing early on to enable more relevant and resilient solutions.
involving a design team that can collaborate with people from a wide range of backgrounds who respect different perspectives. There should be an appetite and expectation that new insights and solutions may emerge from the diverse view points.
the need to open, curious and optimistic around the process and opportunity. Design thinking should be big picture but also integrated and grounded in what’s in it for the customer.
comfortable embracing ambiguity, exploring the issues with a fresh mind-set rather than an expert view. It takes time to ensure the focus on the right questions rather than not what your knowledge leads you to assume.
Design thinking and the policy process
Effective design thinkers help participants in the policy process find the balance between what is viable, desirable and achievable. Design thinking can use methodologies and tools to guide these processes.
A design thinking approach be powerful when used in combination with other methods and inputs (i.e. data and evidence, systems thinking) and when used as an input to analysis for decision-making and policy design.
Design-only approaches will have limitations if only used at the early, ‘ideation’ phases of policy development and should be tested throughout the process including trade-offs, scale and costs.
Depending on the use case, design thinking will need to be supplemented with other disciplines such as systems thinking, data analysis, evaluative thinking, specialist expertise relevant to the challenge, and business modelling.
Why you should use design thinking.
Design thinking can help you to:
reduce risk and increase the chances of success by understanding problems from the user or citizen perspectives and run pilots that will test solutions at a smaller scale.
align different stakeholders with methods that bring ‘the system’ into the conversation to support richer engagement between diverse stakeholders. These diverse perspectives will help produce solutions with greater resilience and integrity.
What it involves
Thinking through policy and service challenges from a customer or citizen's perspective.
Involving stakeholders and citizens impacted by the policy in its design.
Iteratively navigating through the process of development (rather than trying to confirm everything up-front), to allow the process of learning to influence the design.
Consider policy developers as being more akin to guides rather than creators or experts.
What you will get out of it
Policies informed and designed by customers and citizens.
Greater confidence that the policy will meet user requirements before launch, including that 'bugs' have been worked out.
Greater certainty on the likely effectiveness of the policy.
Ideal circumstances for use
Design thinking is ideal for human-centred problems, and often when you don’t have existing data or information to guide you. You may be confronting new issues, or the issue is simply complex.
The resources available match the complexity of the project, and the selected design approach can be delivered within budget.
The intent and outcomes are clearly defined. Ambition and scope are clear. Gaps in knowledge are known. While all policy initiatives should aim for this level of definition – design thinking projects will particularly struggle without it.
Where a design approach can be supplemented with other policy skill sets and lines of enquiry.
There is willingness to innovate and active sponsors and champions.
There is willingness to look at problem sources or solutions that cross agency boundaries.
Limitations with design thinking
The capability to do design thinking is frequently not well developed within government agencies or elsewhere (it is often the domain of specialists and consultants). Hence, thought needs to be given to how to build internal capacity while still generating the quality results needed. There is still considerable work to be done around the application of design thinking in policy development. Lessons learnt can be very helpful.
Note that design thinking approaches take time, but the insights gained are usually invaluable. Agencies can consider how they can use design thinking methods to build their knowledge base around the experiences of citizens as customers.
The iterative nature of design thinking does not always fit with more traditional approaches. The ongoing iteration needed means that a level of financial tolerance for risk is required. The conditions and capabilities for design thinking need to be favourable for it to show its value and a key condition is strong sponsorship from leadership.
Because design thinking focuses on the customer or citizens experiences and not systems, solutions frequently cross agencies and portfolio boundaries. You should think about what this means early. For example, if it is appropriate or possible for your agency to provide advise or recommendations on a solution that would be undertaken by another agency.
When the ability or commitment to consult and engage people and stakeholders who are essential to the solution is constrained (i.e. it risks falling into a more traditional approach).
Don’t use if the project is too complex for the resources available, or when the selected approach is too expensive to deliver through all stages.
Helpful references
Design thinking tools - Stanford Design School’s toolbox of design thinking
Design thinking for public service excellence - UN Global Centre for Public Service Excellence
Designing public services practical guide - NESTA and the European Design Council
Open Policy Making toolkit - UK Cabinet guide to co-design with customers and citizens.
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