Implementing designed or redesigned services in organisations requires, to some degree, a change within the practices of the organisation. This is an often underestimated challenge to service design. In this paper, we will present and discuss how service designers can use provocation to trigger changes in organisations, as it has the ability to force a shift in face (Goffman 1967) and the potential to motivate and enable stakeholders to reframe practice and initiate change initiatives. This is done by focusing on a service design project in which a provocative assignment in a co-design workshop triggered a key stakeholder to implement a change in an existing service in a public hospital. However, we will also argue that provocation should be supported with a dynamic attitude from the designer in the social interaction.
Proceedings of the Participatory Innovation Conference Pin-c 2013, 2013, p. 335-339
Service Design; Co-design; Provocation; Implementation; Organisational change