A Crash Course in the Art of Stakeholdering - Patrick Bach, Chelsea Omel, & Markus Grupp

Dec 20, 20169 likes4,661 views

Getting stakeholders to think in customer centric manner is relatively straightforward, yet often yields little in terms of actual change. This requires more than stakeholder support - it requires commitment, trust, and active participation in a process that can be unfamiliar or even frightening in a corporate environment. Workshops provide an opportunity to challenge the worldview of your stakeholders and expose them to the truths of customer behaviour. It’s an opportunity to transform them from supporters to believers by creating an environment where they can experience the magic of a user-centred collaborative process.

A Crash Course in the Art of Stakeholdering - Patrick Bach, Chelsea Omel, & Markus Grupp

A little bit about us
Markus Grupp
Director,Digital Customer
Experience atIndigo
PatrickBach
Senior Manager,Customer
Experience Design atTD
Chelsea Omel
Manager,Service Design &
Strategy atTELUS
@markusgrupp @bachpat @thatseamstress

stakeholder
play
noun stake·hold·er ˈstāk-ˌhōl-dər

stakeholder
play
noun stake·hold·er ˈstāk-ˌhōl-dər
1 : a person entrusted with the stakes of bettors
http://www.merriam-webster.com/

stakeholder
play
noun stake·hold·er ˈstāk-ˌhōl-dər
1 : a person entrusted with the stakes of bettors
2 : one that has a stake in an enterprise
http://www.merriam-webster.com/

stakeholder
play
noun stake·hold·er ˈstāk-ˌhōl-dər
1 : a person entrusted with the stakes of bettors
2 : one that has a stake in an enterprise
3 : one who is involved in or affected by a course of action
http://www.merriam-webster.com/

So what about stakeholdering?
Five Burrowing Owls Athene cunicularia floridana, Florida, travelway

John in
Marketing.
VP of DIGITAL
Product
Manager
Director of
Technology
Brian from
Retail
Managing
Director
ERIN in
Customer
Service
Policy Advisor

BELIEFIN SERVICE DESIGN
UNDERSTANDING
LOW HIGH

Why does influence matter?
HIGH
LOW
MED
● A major obstaclefor your efforts
● Controls budget/ resources/
priorities
● Become a distractionin meetings
● Skepticism rubs offon stakeholders

Why does influence matter?
HIGH
LOW
MED
● An advocate foryour work,
potentially providingaccess to
resources, fundingand priorities
● Drivetop-down change toward
service designor design-led
innovation
● A working level champion can bea
usefulally to drivegrassroots
initiatives

What do you think of when I
say “Research”?

Mental Models
Your colleagues and stakeholders have
mental models.
These models are neither good nor bad.

Mental Models
There is a risk of miscommunication when
one person’s mental model is different
than someone else’s, but they don’t
realize it.

Sketching is not art.
It’s about quickly conveying
complex topics.

Mental Models: Sketching Activity
You have 10 seconds to….
Sketch a house.
Go.

Trigger Words: Activity
Keeping in mind what we just learned about Mental
Models. Discuss the words on your cue cards. What do they
mean to you?
Be specific.
You are encouraged to sketch!

BELIEFIN SERVICE DESIGN
UNDERSTANDING
LOW HIGH
Workshopfor showing
(performance)
● Simple activities
● No surprises
● High production value

BELIEFIN SERVICE DESIGN
UNDERSTANDING
LOW HIGH
Workshop for Learning
Workshop for Learning
● Case studies and templates
● Examples to work through together
● Coaching

BELIEFIN SERVICE DESIGN
UNDERSTANDING
LOW HIGH
Workshop for
working
● Clear objectives
● Advanced tools
● Less prep

Recap
1. Know your actors - take the time to understand your
stakeholders, where they are coming from and what
they need
2. Write the script - adopt the language of your organization
and define concepts in a way that they will understand
3. Set the stage - adapt your activities to who is in the room

Credits
All original drawings by Markus Grupp
Wiredbrain by emilegraphics from the Noun Project
workbench by RichardWearn from the Noun Project

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A Crash Course in the Art of Stakeholdering - Patrick Bach, Chelsea Omel, & Markus Grupp

2. A little bit about us Markus Grupp Director,Digital Customer Experience atIndigo PatrickBach Senior Manager,Customer Experience Design atTD Chelsea Omel Manager,Service Design & Strategy atTELUS @markusgrupp @bachpat @thatseamstress

3. Design Thinking Design Doing

4. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər

5. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors http://www.merriam-webster.com/

6. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors 2 : one that has a stake in an enterprise http://www.merriam-webster.com/

7. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors 2 : one that has a stake in an enterprise 3 : one who is involved in or affected by a course of action http://www.merriam-webster.com/

8. stakeholder play noun stake·hold·er ˈstāk-ˌhōl-dər 1 : a person entrusted with the stakes of bettors 2 : one that has a stake in an enterprise 3 : one who is involved in or affected by a course of action http://www.merriam-webster.com/

9. So what about stakeholdering? Five Burrowing Owls Athene cunicularia floridana, Florida, travelway

10. STEP 1: Know Your Actors

11. John in Marketing. VP of DIGITAL Product Manager Director of Technology Brian from Retail Managing Director ERIN in Customer Service Policy Advisor

12. Debbie Design Doubter

13. Debbie Design Doubter

14. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

15. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

16. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

17. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

18. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

19. Debbie Design Doubter

20. Why does influence matter? HIGH LOW MED ● A major obstaclefor your efforts ● Controls budget/ resources/ priorities ● Become a distractionin meetings ● Skepticism rubs offon stakeholders

21. Why does influence matter? HIGH LOW MED ● An advocate foryour work, potentially providingaccess to resources, fundingand priorities ● Drivetop-down change toward service designor design-led innovation ● A working level champion can bea usefulally to drivegrassroots initiatives

22. STEP 2: Write the Script

23. A rose by any other name...

24. Adopt the language of organization

25. What do you think of when I say “Research”?

26. Mental Models Your colleagues and stakeholders have mental models. These models are neither good nor bad.

27. Mental Models There is a risk of miscommunication when one person’s mental model is different than someone else’s, but they don’t realize it.

28. Mental Models: Sketching Activity

29. Sketching is not art. It’s about quickly conveying complex topics.

30. Mental Models: Sketching Activity You have 10 seconds to…. Sketch a house. Go.

31. Mental Models: Sketching Activity

32. Mental Models: Sketching Activity

37. Trigger Words: Activity Keeping in mind what we just learned about Mental Models. Discuss the words on your cue cards. What do they mean to you? Be specific. You are encouraged to sketch!

38. STEP 3: Set the Stage

39. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

40. workshop = showing + learning + working

41. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

42. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH Workshopfor showing (performance) ● Simple activities ● No surprises ● High production value

43. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

44. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH Workshop for Learning Workshop for Learning ● Case studies and templates ● Examples to work through together ● Coaching

45. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH

46. BELIEFIN SERVICE DESIGN UNDERSTANDING LOW HIGH Workshop for working ● Clear objectives ● Advanced tools ● Less prep

47. Design Thinking Design Doing

48. Recap 1. Know your actors - take the time to understand your stakeholders, where they are coming from and what they need 2. Write the script - adopt the language of your organization and define concepts in a way that they will understand 3. Set the stage - adapt your activities to who is in the room

50. Credits All original drawings by Markus Grupp Wiredbrain by emilegraphics from the Noun Project workbench by RichardWearn from the Noun Project

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A Crash Course in the Art of Stakeholdering - Patrick Bach, Chelsea Omel, & Markus Grupp

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