HCD & FRAME INNOVATION HKU

WHAT IS THE 121 & FRAME INNOVATION

In 2018 510 met with HKU to discuss a research brief on “Virtual  Empathy” for the 121 system linked here titled “How do we reach the individual in a community affected by a disaster?” using frame innovation.

WHY WAS IT NEEDED?

There are many stakeholders in a disaster, from The Individual person affected to the community affected , the volunteer and aid workers giving aid to the Branches and Head Quarters and governments overseeing the Aid operations. Since the begin of 510 in 2016 there has been much work done on the side of data stakeholders and data science but with regards to the purpose of creating digital products that are easy to use under difficult situations the research was not as far. In order to kick start HCD in 510 some explorative work was done with HKU students of Economy and Design.

WHO HAS BEEN INVOLVED?

The main participants in the project were 11 HKU students worked on the project, 4 of which were dedicated to the 510 brief, Baudine, Iris and Suki Busby (who later became our first HCD intern!) lead by Christel advisors Robert Jan Hofhuis and Jitske Hirs and 510’s HCD lead & brand manager Orla together with CEA & Volunteer Manager Jonath.

WHAT DID WE DO TOGETHER?

The students received a presentation & Brief introducing the concept of virtual empathy and context of how 121 could use this concept to give aid in all contexts of disaster. The group of students named themselves Blauwe Boom (Blue Tree) used the Frame innovation process to work on the research.

FRAME INNOVATION:

Frame innovation uses 8 steps to help organizations to use practices developed by expert designers to solve today’s open, complex, dynamic, and networked problems, 121 is in essence such a problem  “When organizations apply old methods of problem-solving to new kinds of problems, they may accomplish only temporary fixes or some ineffectual tinkering around the edges. Today’s problems are a new breed—open, complex, dynamic, and networked—and require a radically different response… The strategies are drawn from the unique, sophisticated, multilayered practices of top designers, and from insights that have emerged from fifty years of design research.” (read more here)

 

WHAT WERE THE INITIAL RESULTS ?

1:  ARCHEOLOGY

The groups first work was to explore the history and analysing the history of the problem owner and initial problem formulation.

In this first step they concluded that “Connecting ( with and individual/COmmunity) starts with trust that there is never any obligation to trust” .

2: PARADOXES

Analysing the problem situation… thinking in paradoxes establishes exactly what makes this hard. For example the group came up with the following.

BINDING FACTORS OF A COMMUNITY

  • Because aid organizations want to help many people at the same time, they are looking for communities.
  • Because they are looking for communities, they are looking for binding factors.
  • Because they are looking for binding factors, they need to know the binding factors.
  • Because they don’t know the binding factors, they don’t know exaclty where to look.
  • Because they don’t know exactly where to look, they can’t reach communities.
  • Because they cannot reach communities, they cannot offer help.

TRUST

  • Because there is a disaster, people become anxious.
  • Because people are anxious, trusting the unknown is difficult.
  • Because trusting the unknown is difficult, you are not open to new developments.
  • Because you are not open to new developments, your anxiaety is not reduced.

3: CONTEXT

Analysing the inner circle of stakeholders. In this step the students decided to focus on community rather than the individual to reformulate the the problem as a collective problem.

 

4: FIELD

Exploring the broader societal field.

5: THEMES

Investigating the themes that emerge in the Broader field.

6: FRAMES

Create frames by identifying how these themes can be acted upon.

7: FUTURES

Exploring the outcomes and the value propositions for the various stakeholders

8: TRANSFORMATION

Investigate the change in stakeholder strategies and practices required for implementation.

9: INTEGRATION

Draw lessons form the new approach and identify new opportunities within the network.

WHAT CAME NEXT?

The work down with this group was a strong start for Orla & Jonath to use as a supporting work that could be merged with the Co design results of both People affected and Aid Workers conducted in St. Maarten, Ukraine and future COD’s in Malawi & Ethiopia & Kenya. Read More here.

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