Designing motivation or motivating design? Exploring Service Design, motivation and behavioural change

Motivation researcher Edward Deci has suggested that if we want behavioural change to be sustainable, we have to move past thinking of motivation as something that we ‘do’ to other people and see it rather as something that we as Service Designers can enable service users to ‘do’ by themselves. In this article, Fergus Bisset explores the ways in which Service Designers can create more motivating services. Dan Lockton then looks at where motivating behaviour via Service Design often starts, with the basic ‘pinball’ and ‘shortcut’ approaches. We conclude by proposing that if services are to be sustainable in the long term, we as Service Designers need to strive to accommodate humans' differing levels of motivation and encourage and support service users' sense of autonomy within the services we design.

HATWALK/ Guerilla Millinery/ Part of the Cultural Olympiad

Stealth Visor for the Duke of Wellington Project HATWALK The 2012 Cultural Olympiad would not have been representative of London's creative industries without fashion design. Sponsored by the Mayor of London brought milliners to organise an alternative to the catwalk format , the designers brought together a Hatwalk, uniting landmark heritage statues, classical and modern, to be crowned with a new bespoke design piece each. Together forming a pedestrian navigation through the Jubilee city, the hats also invited twenty one milliners to consider the specificity of working for the great outdoors. Rigorously tested in wind tunnel laboratory to withstand hurricane wind speeds and squally shows the designs aim to bring the 'exclusive' culture of fashion accessories to the inclusive culture of international festival. Working with new technologies of engineering, such as laser measuring tools, and crane for assemblage and fitting, McLean brings new meaning to the familiar figures of national public authority. Since the storming of the Bastille in revolutionary France it has been traditional for the new order to symbolize change through attacking public statuary. In a similar vein, Hatwalk, invites spectators to reconsider the relationship between distant and lofty personages of power and the sartorial insignia through which their power is signified. Crowned with a revolutionary red ' large plexi punk neon number' the Duke of Wellington, at Wellington arch is the first in the Hatwalk exhibition. The originality of this research consists in the effects of surprise and Brechtian 'de familiarisation' resulting from the unexpected. The effects of this structural carnivalesque inversion of authorities can involve a range of reactions from the disdain of the offended to the laughter and pleasure of the surprised. This strategy of bringing the ludic element of play to the formalised authority of legitimised power is also signified through the conscious use of materials and colour in a monochrome and uniform culture of statuary. Here the difference in materials and visible surface of the design signifies the differences that need to be included within a socio political order before it may takes its place in history as being representative of the people it is entrusted to lead. This research output continues the work that led to the Hat Anthology exhibition (output 1), the Fifty Hats that Changed the World (output 2), the Jamaican Olympic team headwear design ( output 4), and is continued in the design, merchandise, accessories and avant garde artefacts of the House of Flora ( see website). The iterative process of the research brings innovation within continuity to McLean's work. It is difficult to theorise the 'rigour' that is undeniably present in a creative design praxis except in that McLean;s research outputs are always surprising and unexpected.

Exploring problem-framing through behavioural heuristics

Design for behaviour change aims to influence user behaviour, through design, for social or environmental benefit. Understanding and modelling human behaviour has thus come within the scope of designers’work, as in interaction design, service design and user experience design more generally. Diverse approaches to how to model users when seeking to influence behaviour can result in many possible strategies, but a major challenge for the field is matching appropriate design strategies to particular behaviours (Zachrisson & Boks, 2012). In this paper, we introduce and explore behavioural heuristics as a way of framing problem-solution pairs (Dorst & Cross, 2001) in terms of simple rules. These act as a ‘common language’ between insights from user research and design principles and techniques, and draw on ideas from human factors, behavioural economics, and decision research. We introduce the process via a case study on interaction with office heating systems, based on interviews with 16 people. This is followed by worked examples in the ‘other direction’, based on a workshop held at the Interaction ’12 conference, extracting heuristics from existing systems designed to influence user behaviour, to illustrate both ends of a possible design process using heuristics.

Research in practice: Bringing behavioural change from lab to studio

Design influences behaviour, whether it's planned or not. Service Design has a great opportunity to lead the emerging field of design for behavioural change, helping guide and shape experiences to benefit users, service providers and wider society. In this article, presented as an evolving conversation between research and practice, Nick Marsh (EMC Consulting) and Dan Lockton (Brunel University) discuss and explore design patterns for influencing behaviour through Service Design, and how Service Designers and academics can work together for social benefit.