Service Design and Organisational Change. Bridging the gap between rigour and relevance

Abstract

More and more design professionals enter the field of service design and conduct \nprojects that have the potential to introduce changes to organizational systems. This working paper \nreflects on the potential of service design to generate and implement internal changes within an \norganization. The authors report on two pilot case studies from the educational sector. While the \ntwo pilot studies serve as further examples of how “reflection-in-action” can be rigorous in its own \nright [1], the purpose of this paper is to build a bridge between the theories and practices of \norganizational change and Service Design. The authors suggest that successful and sustainable \nnew services, which aim for lasting transformations [2], require reflective inquiries into \norganizational systems. The authors frame these levels of service design inquiry and their potential \nimpact introducing the terminology of ‘service interaction design’, ‘service design intervention’ \nand ‘organisational transformation’.

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