Systems Thinking in Design: Service Design and self-Services

Darzentas, John

doi:10.7577/formakademisk.802

Cited by 6 publications

(5 citation statements)

References 38 publications

(30 reference statements)

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“…During the development path of Service Design, it can be seen that Service Design already introduced some systemic perspective (e.g., Darzentas & Darzentas, 2014;Manzini et al, 2001;Sangiorgi & Pacenti, 2010;van der Bijl-Brouwer, 2017;Yulia & Roberta, 2018) and emphasized its role in the service systems transformation (e.g., Koskela-Huotari et al, 2021;Patrício et al, 2020;Villari, 2022). However, it is essential to recognize that with the rapid development of the world, Service Design is facing increasingly significant complexity and large-scale problems brought about by the dynamic changes inside and outside the service systems, multi-actor dynamic interaction, and interdependence challenges in its environment (Dorst, 2015;Manzini, 2011;Villari, 2022;Vink, 2021).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…-Systems thinking perspective derived approaches to the design of services Systems thinking as a thinking tool for dealing with complexity has been integrated into many other fields and disciplines as early as the twentieth century, such as biology, information theory, management, engineering, and cybernetics (Darzentas & Darzentas, 2014). With the development of systems thinking, there was a growing acknowledgment and emphasis on the contribution of soft systems thinking (Checkland, 1981) in dealing with the high complexity of ill-structured problems (Checkland, 2000), as compared to hard systems thinking, which contributes to deal with structured systems problems (Checkland, 1981).…”

Section: Towards a Systemic Perspective Of Service Designmentioning

confidence: 99%

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Exploring the Systemic and Speculative dimensions into Service Design

Lin,

Villari

2023

Linköping Electronic Conference Proceedings

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The scale and process of Service Design are expanding and evolving as the emerging challenges they face become increasingly complex and uncertain. In order to cope with the systemic complexity and uncertainty of future changes when designing service (eco)systems, more holistic and speculative dimensions are needed to be considered. In the field of design, Systemic Design and Speculative Design are considered to have the capacities to deal with systemic complexity and critically consider future uncertainty. Therefore, this study aims to explore from the theoretical level to the operational level to understand if and how Systemic Design and Speculative Design can help to expand the Systemic and Speculative dimensions into Service Design. Through literature review and expert interviews, this paper presents the theoretical relationships between these three approaches and discusses the opportunities and criticalities of approach integration. In the end, we propose three future research directions and open up open questions about Service Design evolution in Systemic and Speculative dimensions.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Towards a Systemic Perspective Of Service Designmentioning

confidence: 99%

Exploring the Systemic and Speculative dimensions into Service Design

Lin,

Villari

2023

Linköping Electronic Conference Proceedings

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“…In a complex and dynamic environment, such as manufacturing support services, there are many managers who tend to design several parts of the system separately to provide an overall service solution (Seddon 2008). This will develop a service system where managers need to manage the parts in order to control the whole (Darzentas and Darzentas 2014). Ackoff (1981) found that reductionist approach of managing system parts without understanding the interaction between them is a main cause for system failure.…”

Section: Systems Thinking Designmentioning

confidence: 99%

“…For this type of work, team members are empowered and trusted to make decisions on the work they have in hands. They also enjoy open channels of communication with their peers and with other teams and departments where necessary to share knowledge and information (Darzentas and Darzentas 2014). It is due to this virtue that team members become self-directed by reflecting on the system operations they have, and then learning how to make their own rules and decisions to absorb work environment changes (Dunnion and O'Donovan 2014).…”

Section: Systems Thinking Designmentioning

confidence: 99%

Restoration of manager's work identity in service departments: the role of service operations design

Jaaron

2020

IJSOM

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Strategies used for regulating and improving service departments' managers' (SDMs) valued identity at work through viable and sustainable models of operation are relatively missing. This is particularly true when one considers the paucity of previous studies that have explored the linkages of service operations designs and the construct of SDMs' work identity. This paper, using the lens of identity theory, explores the impact of creating an appropriate service operations design, using systems thinking principles, on the restoration of SDMs' work identity and behaviour. Using multiple-case study approach in three organisations' service departments in the UK, the results demonstrate that the systems thinking for service operations design is an enabler for promoting dramatic changes to the role of SDMs in the workplace. These dramatic changes are resembled by the creation of a transformational management style, changing the role of SDMs from employees' monitors to supporters, and adoption of new discursive practices that are embracing more peoplecantered perspective. While the paper introduces an interesting theorisation of manager's identity with systems thinking methodology, it also contributes, for the first time, a discussion of manager's identity theory to the service system design literature in a highly demanding business environment.

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“…The integration of these three factors require the designer to have the ability to be, at the same time, analytical and emphatic, rational and emotional, methodical and intuitive, oriented by plans and constraints, but spontaneous (Darzentas and Darzentas, 2014). This type of reasoning is also mentioned as “abductive thinking.” This is often different from rational deductive and inductive reasoning (Robbins and Devitt, 2017).…”

Section: Introductionmentioning

confidence: 99%

Pedagogy innovation for management graduates: application of design thinking

Selvalakshmi¹,

Suresh²,

Kolluru³

2021

IJIS

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Purpose This paper aims to develop a pedagogy combining analytic reasoning with a more exploratory skill set that style practitioners have embraced and business schools have traditionally neglected. It proposes a viable business which will be converted into market opportunities. The study aims to expand the domain of design thinking (DT) by applying the concept in the higher education sector with special reference to management education. Design/methodology/approach This paper emerged out of an application of one of the models of DT in the field of higher education. While several models of DT are deployed by various sectors, the 3I model developed by IDEO in 2001 was chosen as appropriate to design a pedagogy for MBA students. The data were complemented by classroom teaching experiments, evaluation and student performance. Findings This paper provides empirical insights about how a change is brought about during implementing a new pedagogy in the system. This innovative pedagogy was named as “Integrative and Interactive Approach.” It was offered to first-year postgraduate students of management. Research limitations/implications Because of the chosen approach, the research results may lack generalizability. Researchers are encouraged to test the model in a smaller group before implementing. Practical implications The paper focuses on the testing and implementation of DT in innovating a pedagogy with reference to one chosen institute. The cost, benefits and challenges may differ when applied to other institutes of same kind. Originality/value This paper fulfills an identified need to have an integrated approach of teaching in management education using case study approach.

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Systems Thinking in Design: Service Design and self-Services

Abstract: Abstract

Cited by 6 publications

References 38 publications

Exploring the Systemic and Speculative dimensions into Service Design

Exploring the Systemic and Speculative dimensions into Service Design

Restoration of manager's work identity in service departments: the role of service operations design

Pedagogy innovation for management graduates: application of design thinking

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