Recently, there is a growing interest in the application of design approaches, methods and design thinking in public policy, on account of its potential to innovate policy making and governing practices. Root is the idea that... [ view full abstract ]
Recently, there is a growing interest in the application of design approaches, methods and design thinking in public policy, on account of its potential to innovate policy making and governing practices. Root is the idea that design results in better problem solving methods. Traditional problem solving is focused on remedying undesirable situations and is therefore reactive. Although, this might be effective for dealing with tame or relatively simple problems, for complex or even wicked problems an open mindset is required, that is focused on developing new problem analyses and solutions, focusing on an ideal situation and its embodiment rather than reacting to the old one (Bridge, 2012; Burns, Cottam, Vanstone, & Winhall, 2006; Dunne & Martin, 2006; Nelson & Stolterman, 2012). The design approach offers tailor-made solutions to a specific context, so that the perspective of the user(s) can be central, rather that the infrastructure of the system. Therefore, design may be more effective to integrate the experiences of citizens while interacting with government in the problem solving process. This way, the gap between policy goals and implementation results - derived from a mismatch between assumptions of citizens’ needs and behaviour and their actual needs and behaviour - can be prevented this way (Bailey & Lloyd, 2016; Burns et al., 2006; Kimbell & Bailey, 2017; Mintrom & Luetjens, 2016). In addition, a design process is a good way to engender collaboration between all actors in a policy field. The process requires public sector agencies, citizens and other societal actors to work together in a collaborative and iterative manner that implies that they have to reconfigure their relationship and overcome barriers (such as entrenched interests and organizational structures). The trust build during this process can enable a more open, collaborative and proactive approach (Bailey & Lloyd, 2016; Bason, 2014; Kimbell & Bailey, 2017; Mintrom & Luetjens, 2016).
The question emerging is how such a (co-)design process can take place within a public sector context. In this paper we discuss the effects of such a design process within the context of participation of citizens in the maintenance of urban green. The paper reports on a design lab, set up by the municipality of Rotterdam, the Netherlands. It’s aim is to identify ways to involve residents in the maintenance of urban green, while simultaneously contributing to the social cohesion and social capital of the neighbourhood. This paper presents an overview of the design process and the first results, in terms of (proactive) solutions, the integration of citizens’ perspectives and the co-design process. Furthermore, it presents insights in the added value of design in a public administration context. This project helps to understand how design methods can help public sector organizations to overcome their traditional, reactive way of problem solving and develop new solutions, incorporating ideas and experiences from citizens. In addition, this paper will shed light on the possibilities of applying design methods in a fairly regulated and institutionalised domain in the public sector.
Design-led approaches to value creation in public administration
