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Summary
Service design isn’t just about designing services –it’s about shaping the conditions for services to evolve. At its best, it’s a systems-oriented practice that helps people make sense of complexity, appreciate interdependencies, and act decisively amid uncertainty. This session explores how service design builds adaptive capacity across teams, programs, and enterprises through three case studies: a strategy sprint that helped a cross-functional team navigate shifting learner expectations and identify small, feasible next moves; a “learn by doing” initiative in healthcare that combined qualitative research, ecosystem mapping, and narrative sensemaking to link policy decisions with lived experience; and an enterprise-wide collaboration effort that aligned diverse stakeholders around quality and population health goals while strengthening informal networks and emergent coordination. Across these examples, service design functions less as an orchestrating function and more as a catalyst for organizational learning, highlighting a shift from engineering fixed plans to enabling ongoing adaptation, where performance emerges from systems capable of sensing, interpreting, and responding together.
Key Insights
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Organizations often fall into single-loop learning, trying harder rather than smarter, like Wiley Coyote repeating failed experiments without real reflection.
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Complex adaptive systems, common in service design, defy traditional planning and KPI measurement due to their unpredictable, non-linear nature.
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The Cynefin framework helps distinguish clear, complicated, complex, and chaotic systems, with complexity requiring emergent, reflective practices rather than fixed recipes.
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Learning in complex systems is not merely acquiring knowledge but a shift in understanding that changes future actions, emphasizing adaptation.
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Adaptive capacity is the ability of people, teams, or systems to sense change, learn from it, and respond effectively amidst uncertainty.
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Service design techniques can build adaptive capacity at multiple scales—from small teams to enterprise-wide initiatives—by fostering sense-making and collaboration.
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Traditional KPIs can create perverse incentives in complexity, favoring short-term fixes over long-term learning and experimentation.
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Measuring learning involves tracking narrative changes, velocity of shared understanding, integration of new tools, participation diversity, and inquiry shifts rather than counting outputs.
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Learning should be embedded as a daily practice through low-risk probes, experiments, and intentional curiosity rather than formal, large-scale pilots.
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To cultivate a learning organization, model adaptive behavior yourself to become a magnet for like-minded collaborators, rather than trying to evangelize broadly from the outset.
Notable Quotes
"Wiley Coyote is the master of iteration but he never really gets much closer to his goal because he fails to learn."
"Iteration without reflection is not learning."
"Performance is about how effectively we translate experience into new understanding and turn that into wiser action."
"Complex systems are not chaos but non-deterministic due to interdependencies and autonomy within the system."
"In complex domains, best practice is past practice; what worked yesterday may not work today."
"Adaptive capacity is a fractal pattern visible at individual, team, organization, and societal levels."
"Our work as service designers is to help people see their own complex system more clearly, learn from conditions, and take the next right steps."
"Momentum over milestones. Track what's moving, not just what's finished."
"Make yourself the magnet. Be the person who models adaptive learning so others want to join."
"What would change if learning itself was not just a KPI but your North star metric?"
Or choose a question:
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