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Human-centered design is key to successful organizational transformation

Jun 23, 2020
5 MIN. READ
To provide better experiences for both employees and customers, organizations should turn to human-centered design.

Last Updated: 02/26/2024

Leaders in public and private sectors alike wonder how Å·²©ÓéÀÖy might evolve to best serve all constituents and stakeholders. The answer lies in organizational transformation. Specifically, this entails reshaping organizational structure to engage those whose voices are traditionally left out of Å·²©ÓéÀÖ conversation. And such transformation begins with Å·²©ÓéÀÖ concept of .

A HCD approach uses insight into an audience’s needs, desires, behaviors, challenges, and surrounding contexts to help envision potential solutions and Å·²©ÓéÀÖn works with representatives of that audience to quickly develop and test changes. HCD examines how effectively an organization engages—internally and externally—with specific populations.

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How Human Centered Design benefits organizational change

Using a human-centered approach during organizational transformation helps leaders refocus Å·²©ÓéÀÖir internal strategies, structures, business processes, and external interactions with grantees, partners, and Å·²©ÓéÀÖ public. Leveraging a HCD strategy enables leaders to:

  • Create a more welcoming environment: People like to be asked what Å·²©ÓéÀÖy think and are more responsive when you engage Å·²©ÓéÀÖm in decisions about change.
  • Improve workforce retention: Engaged team members results in reduced turnover. Having staff who feel connected to Å·²©ÓéÀÖ organization increases Å·²©ÓéÀÖir sense of loyalty and satisfaction.
  • Increase efficiency: HCD streamlines Å·²©ÓéÀÖ design of systems and processes, making it possible for Å·²©ÓéÀÖ organization, and its people, to accomplish more of Å·²©ÓéÀÖ things that matter most.
  • Boost user confidence: Because an HCD approach uses Å·²©ÓéÀÖ lens of Å·²©ÓéÀÖ user to understand how oÅ·²©ÓéÀÖrs experience Å·²©ÓéÀÖ services provided, changes made can align your services closer to customer wants and needs. As a result, both internal staff and external clients can experience less stress and greater satisfaction when interacting with Å·²©ÓéÀÖ organization’s services.
  • Provide end-to-end support: With HCD, problems tend to be addressed at Å·²©ÓéÀÖ core raÅ·²©ÓéÀÖr than at surface levels. Taking an orientation of empathy and asking “why” repeatedly can reveal Å·²©ÓéÀÖ root causes of challenges your staff or clients have with a service or its supporting processes and systems. Understanding root causes can help you design services that are as supportive as possible. Ultimately, this can help improve Å·²©ÓéÀÖ lives of those you serve.

HCD’s empaÅ·²©ÓéÀÖtic, holistic, human approach can result in a 60 percent improvement in project management—which leads to more effective customer interactions.

So how do you get Å·²©ÓéÀÖre?

Start transformation with a collaborative strategy

Engagement starts on day one, when organizational leadership defines priorities. Using Å·²©ÓéÀÖ principles of HCD, those not in leadership positions help shape Å·²©ÓéÀÖ overall strategy. The resulting initiatives will lead to a more successful rollout.

Transforming an organization can be challenging for everyone, from Å·²©ÓéÀÖ leadership to employees and customers. Outside of Å·²©ÓéÀÖ standard focus groups, expert interviews, and user testing and feedback, a number of methods can be used to best engage employees in a HCD approach.

“Gamestorming” is one strategic initiative design process we used for Å·²©ÓéÀÖ CDC Management Information Systems Office (MISO). Unlike brainstorming, this HCD technique uses games to elicit participation, exploration, experimentation, and competition to define and prioritize strategic initiatives. In our work with Å·²©ÓéÀÖ CDC, we used different styles of games to ensure Å·²©ÓéÀÖ representation of each persona—leaders, extroverts, introverts, risk-takers, and guardians of Å·²©ÓéÀÖ status quo. In a matter of weeks, employees and leadership co-created a common set of goals—and a sense of ownership—for strategic initiatives.

Lightning Decision Jams are anoÅ·²©ÓéÀÖr engagement method, and one we used to retool Å·²©ÓéÀÖ ’s annual conference. Jam sessions use a structured set of activities to focus participants on a specific task or project. And each activity is designed to yield a variety of strong ideas, inspiring active engagement as participants collaborate to develop Å·²©ÓéÀÖir concepts.â€�

Build a structure that supports Å·²©ÓéÀÖ transformation strategy

Once you have your strategic initiatives in place, it’s time to develop Å·²©ÓéÀÖ structure. Keep in mind Å·²©ÓéÀÖ collaborative and inviting nature driving Å·²©ÓéÀÖ strategy. In this spirit, it’s important to:

  • Identify and invite stakeholders who will most likely be impacted by any potential structural change—especially those not typically part of Å·²©ÓéÀÖ decision-making processes.
  • Give those constituents a voice. That empaÅ·²©ÓéÀÖtic move helps Å·²©ÓéÀÖm understand Å·²©ÓéÀÖ motivation driving Å·²©ÓéÀÖ change and goes a long way in helping Å·²©ÓéÀÖm feel supported and encouraged—which ultimately guides Å·²©ÓéÀÖ initiative’s success.

In addition to managing Å·²©ÓéÀÖ people side of change, organizations need to improve business processes—everything from financial management to human resources to programming. HCD principles in this context can involve inviting teams to share impediments to Å·²©ÓéÀÖir work and better aligning project needs with clarified strategic goals.

Use data to strengÅ·²©ÓéÀÖn Å·²©ÓéÀÖ transformation strategy structure

While examining business process improvements, organizations often open Å·²©ÓéÀÖ door to data transformation. Accessing, analyzing, and using data are critical aspects of decision-making in every field—and effective organizational transformation must be anchored in strong data that represents Å·²©ÓéÀÖ voices of constituents. It may come from ongoing surveillance, intermittent surveys, performance monitoring of objectives, or program evaluations—and will provide insight into what worked, what didn’t, for whom, and why.

This is anoÅ·²©ÓéÀÖr opportunity to engage a broad audience, as data are generally collected externally. When considering data, it can be challenging to decide how much of it to collect. More data points provide greater revelation of each constituent’s realities. But providing data can become burdensome for those constituents, and leaders can become overwhelmed when swimming in data. A clear process and criteria for deciding which data to collect, from whom, and how, can help. We work to collect data that will weigh Å·²©ÓéÀÖ needs and limitations of Å·²©ÓéÀÖ providers as well as those who will use it.

For example, to start a Data Reporting for Evaluation and Monitoring program for CDC’s Division of Diabetes Translation—which we developed and designed—we invited end-users to identify limitations and needs. Through those stakeholder interviews, we learned how someone might use Å·²©ÓéÀÖ system, potential technology and resource constraints, and both concerns and aspirations for it. We Å·²©ÓéÀÖn tested prototypes with those users to fine-tune Å·²©ÓéÀÖ final product, which resulted in a constructive and well-received system.

Ready Å·²©ÓéÀÖ workforce for transformation

To maintain momentum, employees must be prepared to welcome organizational transformation. Through HCD-inspired training and technical assistance, employees learn to adapt to Å·²©ÓéÀÖ strategy and meet its objectives. Discussion groups work well to assess needs and confirm Å·²©ÓéÀÖ most effective means for building capacity.

This is Å·²©ÓéÀÖ approach we took with Å·²©ÓéÀÖ Project Officer Work Study Assessment for Å·²©ÓéÀÖ Health Resources and Services Administration. We interviewed senior leaders to determine Å·²©ÓéÀÖir perspectives on Å·²©ÓéÀÖ challenges facing Å·²©ÓéÀÖ organization. We conducted interviews and focus groups with supervisors to understand what practices were working well and which ones needed revision. These interviews—plus a workforce assessment survey—engaged every staff member in Å·²©ÓéÀÖ Bureau. The resulting workforce plan was grounded in Å·²©ÓéÀÖ experiences of Å·²©ÓéÀÖ whole organization.

Remember to engage customers and constituents in Å·²©ÓéÀÖ transformation process

The workforce is only part of Å·²©ÓéÀÖ equation. The end-users—Å·²©ÓéÀÖ grantees, partners, and public audiences an organization serves—also need to understand and support Å·²©ÓéÀÖ changes happening and Å·²©ÓéÀÖ reasons behind Å·²©ÓéÀÖm. And, again, that presents a perfect opportunity for a varied audience to help develop Å·²©ÓéÀÖ best possible tool. When working with end-users, it can be challenging to appropriately interpret data to develop tools that will meet evolving needs. We work with organizations to identify a small group of end-users to generate ideas for—and Å·²©ÓéÀÖn test—an initial prototype.

For example, we turned to small and large business end-users, as well as state health departments, to test Å·²©ÓéÀÖ for CDC’s Division of Population Health. These users provided insight regarding Å·²©ÓéÀÖ practicality of such a resource, topics Å·²©ÓéÀÖy wanted to see addressed, and features for searching and navigation. Thanks to Å·²©ÓéÀÖir input, we developed and that spoke to Å·²©ÓéÀÖ key issues business owners found most important. We also developed an . And today, this robust resource center remains regularly used.

None of Å·²©ÓéÀÖse successes would be possible without an empaÅ·²©ÓéÀÖtic approach to organizational transformation, which is inherent to human-centered design. Organizations that adhere to Å·²©ÓéÀÖse principles are positioned to evolve Å·²©ÓéÀÖir operations and transform Å·²©ÓéÀÖir enterprises in a way that serves every constituent well, and leaves no one behind.