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Introduction to human-centred design

Identifying Community Centric Interventions

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HCD MODULE 0

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Intros!

Name
Role
A question you like to ask to establish a connection.

INTRODUCTIONS

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Questions options: Select one and put it on the slide for participants to answer:

What do you do when you relax?
What was your dream job when you were a kid?
What is the failure that you most cherish? Why?
What is the most valuable thing that you own?
How would you describe a perfect day?
If you could go back five years in your life, what advice would you give yourself?
If you wrote a book, what would the title be?
If you could be any age for a week, what age would you be?
What experiences have most shaped who you are today?
What is your biggest fear?
If you could go any place in the world right now, where would you go?
If you could have one super power, which would you choose?
What makes you feel most fulfilled?
What are you most passionate about?
What is your greatest learning from your hobbies?
What's your story?
What personal passion project are you working on right now?
What would you like to create in the world that doesn't exist, that you would endure personal sacrifice to bring to life?
What are you most proud of?
What is the best question you have ever been asked?

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WORKSHOP AGENDA

DEFINITION

Discover learning goals

DIAGNOSIS

Empathize and understand

DESIGN

Ideate and prototype

IMPLEMENTATION RESEARCH

Test and evolve

PERSONA MODELS

JOURNEY MAPPING

RAPID INQUIRY

SYNTHESIS

IDEA GENERATION

PROTOTYPING

THEORY OF CHANGE

Conduct research in the field to trial new methods and practice participatory activities.

Consider what we know, and what we need to learn, about people in a community and the steps/stages they take to visit a clinic.

Activate the information gathered in the field while learning creative methods to push beyond communications.

An overview of Theory of Change that considers measuring and evolving interventions toward the desired impact.

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As we go over the workshop introduction

ACTIVITY

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Put your questions on sticky notes!

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SBC VISION

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Why is it important to understand the barriers to

the uptake of services and adoption of positive practices?

Let’s start with a story

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How do we change behavior?

SBC VISION

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SBC VISION

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Use social and behavioral science and data to understand why people do what they do and how we can influence it.

why

what

how

GOAL

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Information is not enough.

SBC VISION

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THE INPUTS ARE DIFFERENT

Barriers beyond knowledge

SBC VISION

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HW poorly trained to address concerns and questions (SS, UGA, COM, ETH)

Long waiting time (LES, UGA, MAD)

Inadequate registration process (SS, KEN, LES, ANG, COM)

Limited/ not affordable transports (SS, KEN, LES, ETH, MOZ, MAD)

People don’t know when, where or how to get vaccinated (BUR, ETH)

Vaccination sites too far/ limited in number (BUR, SS, KEN, UGA, ZAM, MAD)

Limited availability of vaccines (BUR, UGA, MOZ)

Inadequate service hours (BUR, KEN, LES, UGA, ANG, COM, ZAM)

Limited outreach for rural areas and hard-to reach communities (SS, MOZ)

Low trust in the vaccine (BUR, TAN, ZAM, MAD)

Fear of side effects (COM, TAN, ZAM, MAD)

Vaccine safety & efficacy doubts/ queries/ rumours (ZIM, COM, ZAM, MAD, TANZ)

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Taking a step beyond individual behavior

SBC VISION

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To change behavior in a sustainable way

SBC VISION

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Individual

mindset

Social �transformation

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THE OUTPUTS ARE DIFFERENT

Interventions beyond communication �leveraging local habits, traditions, influencers

SBC VISION

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SBC VISION

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Understand why people do what they do, by looking at the different factors that affect behavior (barriers and opportunities) and basing new interventions on this knowledge.

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To do that, we need a different approach and a different mindset.

SBC VISION

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Understand why people do what they do, by looking at the different factors that affect behavior (barriers and opportunities) and basing new interventions on this knowledge.

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THE PROCESS IS DIFFERENT

Methods that design with,

not for

SBC VISION

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→ A tailored approach is necessary.

Human-centred design works alongside communities to design solutions with their input and perspective.

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A familiar story

How do we design programmes that are desired, used and responsive to the communities they are meant to serve?

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Here is a story about why it is important to design WITH and not FOR communities. To keep people at the center of our work.

[Choose one of the two stories below]

A story from South Sudan about access to water

In several communities, women spend hours walking to a water point to collect water.

An organization started an initiative: they talked to the community leaders and decided that it would be useful to build a well in the village.

They brought all the machines to drill, they taught men to hold it. It was good.

But, a few months later, the organization returns to check that all is well, and they notice that the women still spend hours walking towards a water point to get water, and do not use the well.

Why?

They had never asked the women what they wanted or needed: and in fact walking to the well is a ritual for women, allowing them to talk privately to share advice without the presence of the men and potentially escape violence at home.

The organization had good intentions, but failed because they didn't talk to all the people who are part of the community, they didn't understand all their real needs, their motivations. A human-centered approach might have revealed the social patterns to make the initiative a success.

A story from Nepal about contraception.

The intrauterine coil (IUD) was introduced, which gives women in rural areas birth control for years at a time instead of refilling prescriptions..

An NGO went and gave private counseling sessions to married teenage girls in the district of Rasuwa (ethnic Tamang and Sherpa) to talk about contraceptives and reduce death during childbirth (258 deaths per 100,000 live births).

When a teenage girl requested the contraception, she was given it.

She returned later to ask that it be removed.

WHY?

The culture here is strongly patriarchal, compounded by strict cultural traditions, entrenched poverty and very low literacy rates.

Parents and husbands keep strict control of women’s access to contraception. She experienced GBV from her father-in-law and husband because she did not ask their permission first.

Misconceptions about contraception are widespread.
We fear what we don’t understand.
The intention was there. We WANT it to be the woman’s decision to make, but we must also design within the existing context – we start and meet people where they are. We understand the unique challenges they face in that community. We solve with that in mind.

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Designing health services is a human-centric challenge.

There is an ‘empathy gap’ between programme designers and programme recipients. To address this we must:

(1) Understand the lived reality and true motivations of people

(2) Co-design solutions directly with the communities of people who will either use or implement the programme

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SBC stages: Waterfall approach

ABOUT HCD

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DEFINITION

DIAGNOSIS

DESIGN

IMPLEMENTATION

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Expansion of HCD: Diverge and converge

ABOUT HCD

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DEFINITION

Discover learning goals

DIAGNOSIS

Empathize & understand

DESIGN

Ideate & prototype

IMPLEMENTATION

Test & evolve

DIVERGE

CONVERGE

DIVERGE

CONVERGE

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An iterative process with simple tools

ABOUT HCD

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Share statistics

stories backed by data

DEFINITION

Discover learning goals

DIAGNOSIS

Empathize and understand

DESIGN

Ideate and prototype

IMPLEMENTATION RESEARCH

Test and evolve

People are

rational human

Closed Open inquiry about challenges and solutions

Report on �Evolve your interventions

Define messages for Design interventions with the community

Challenges are one �multi-dimensional

Linear validation Cyclical iteration

PERSONA MODELS

JOURNEY MAPPING

RAPID INQUIRY

SYNTHESIS

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2

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IDEA GENERATION

PROTOTYPING

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6

THEORY OF CHANGE

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This process starts with people. Instead of assuming people easily make scientifically-grounded decisions and rationally follow through with continuous action, we keep realistic profiles of people in a community at the center.

People are rational human

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PERSONA MODELS

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What is a change that you recently tried to make?

WARM UP

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Changing beliefs and behaviors is hard. We look at many perspectives, interconnections and drivers to address the component parts of overarching challenges.

Challenges are one multi-dimensional

Experience of care

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JOURNEY MAPPING

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Changing beliefs and behaviors is hard. We look at many perspectives, interconnections and drivers to address the component parts of overarching challenges.

Experience of care

Point of service

Preparation,

cost & effort

Intent

Knowledge, awareness & belief

After service

Challenges are one multi-dimensional

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JOURNEY MAPPING

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Changing beliefs and behaviors is hard. We look at many perspectives, interconnections and drivers to address the component parts of overarching challenges.

Challenges are one multi-dimensional

Experience of care

Point of service

Preparation,

cost & effort

Intent

Knowledge, awareness & belief

After service

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JOURNEY MAPPING

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Through methods such as journey mapping, HCD allows us to do just that; to consider the whole process, and identify where there are obstacles, what we need to solve and what are opportunities that we may benefit from using.

Warm up VO:

Let’s go back to our volunteers who are trying to build an exercise habit

Q: What is the best and worst thing that happens when you try to exercise?

Let’s think about it while considering the different stages of the journey to this behavior.

Knowledge, Awareness & Belief – I heard my neighbor talk about how she started exercising.

Intent – OK, I’ve decided to do it.

Preparation, Cost and Effort - I’m overwhelmed by decisions about what kind of exercise I want to do, when to do it, how to do it, oh nevermind, I just won’t do it.

Point of Service - I’ve arrived to the gym

Experience of Care – I did it! I’m exercising!

After Service – I did it for one week. It was a lot of work! I probably won’t keep doing it.

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Where do you get stuck?

Experience of care

Point of service

Preparation,

cost & effort

Intent

Knowledge, awareness & belief

After service

WARM UP

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Closed Open inquiry about challenges and solutions

Representative data does not always lead to new solutions or community-based understanding. HCD pairs open-ended questions with interactive activities to reveal habits, motivations and realities.

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RAPID INQUIRY

3

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RAPID INQUIRY

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RAPID INQUIRY

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Tell me more…

WARM UP

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Share statistics stories backed by data

Bring clarity to why challenges exist and persist — while also looking for community-specific opportunities to respond.

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SYNTHESIS

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People aware of the benefits of exercise that do not exercise

I feel guilty leaving the office to exercise if colleagues are still working.

WARM UP

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75%

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Why?

WARM UP

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Warm up VO:

Pick one of the barriers / places that volunteers got stuck. Ask them the 5 Why’s….

To continue with our example: Let’s look at where our volunteers got stuck:

#1: I can’t find a place near my house to exercise that was open after I get out of work.

Why? My home is on the outskirts of town.

Why? Because that’s what my family can afford

Why? Because my job doesn’t pay well enough

Why? Because health workers are not valued enough by our society

Why? Because health is not valued by our society.

→ HMW (how might we) change how health workers are valued so they can have a good quality of life?

→ HMW (how might we) bring exercise opportunities to those living on the outskirts of town?

#2: I have to take care of the kids and can’t find time to exercise.

Why? Because childcare is my responsibility.

Why? Because that’s how it is in my culture.

→ HMW shift gender norms around childcare to free up time for women?

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Define messages for Design interventions with the community

Small changes and simple ideas can have an outsized impact on behaviors. HCD is inspired by existing habits and motivations for new, creative and integrated solutions.

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IDEA GENERATION

5

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How might �we…?

…align with existing habits

…align with motivations

…use outside inspiration

WARM UP

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Linear validation Cyclical iteration

We cannot design solutions in an office and expect them to work in the field. HCD ‘tries on’ solutions with communities and adjusts in real-time to make them more effective (desirable and sustainable).

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PROTOTYPING

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PROTOTYPING

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Sketching & visualizations

Models

Workflow or storyboards

Role play

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Let’s try out an idea to see how it feels.

WARM UP

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Report on Evolve the interventions

As contexts and communities evolve, so must our solutions. HCD maps the system of people and activities that we assume will bring about change to collaboratively monitor over time.

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THEORY OF CHANGE

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We collect building blocks of ToC throughout the process

ToC x HCD

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Important roles/inputs

Barriers + Enablers

Informs activities > outputs > outcomes

Activities + Strategies

Surface Implementation Research Questions and Key Indicators

PERSONA MODELS

JOURNEY MAPPING

RAPID INQUIRY

SYNTHESIS

IDEA GENERATION

PROTOTYPING

THEORY OF CHANGE

M+E

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What changes would you make?

WARM UP

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desirable

viable

feasible

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Questions?

PLANNING

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Focus this week

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OUR FOCUS

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Start with people (who changes?)

Desired change

Desired outcome

Focus on a community

Caregivers and household heads

in Uttar Pradesh�are completing routine immunizations �to decrease infant and child mortality, and improve health and wellbeing.

FACILITATOR NOTE

Example from India. To be tailored for each training.

Remove this box before presenting

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The ‘whole child’ approach

FOCUS

We look at immunization, but not only immunization.

With this approach, we look at all the forms of protection and the many underlying factors that can serve as supports or barriers to immunization.

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child

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The service experience loop

FOCUS

One service experience will affect future intention and action.

A positive immunization service experience is an opportunity to reach the community and encourage them to attend other health services.

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An iterative process with simple tools

ABOUT HCD

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Share statistics

stories backed by data

DEFINITION

Discover learning goals

DIAGNOSIS

Empathize and understand

DESIGN

Ideate and prototype

IMPLEMENTATION RESEARCH

Test and evolve

People are

rational human

Closed Open inquiry about challenges and solutions

Report on �Evolve your interventions

Define messages for Design interventions with the community

Challenges are one �multi-dimensional

Linear validation Cyclical iteration

PERSONA MODELS

JOURNEY MAPPING

RAPID INQUIRY

SYNTHESIS

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1

2

4

IDEA GENERATION

PROTOTYPING

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6

THEORY OF CHANGE

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APPENDIX

Facilitator’s References

HCD+BI as SBC tools
HCD key principles

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UNICEF

Quant studies

CEA

Qual studies

STANDARD METHODOLOGIES

turn data into opportunities for norm change

CHANGE AGENTS

build local capacity for sustainable problem solving

HCD+BI as SBC Tools

HCD

see challenges through the eyes of the community and identify opportunities where previous solutions have failed

BI

look at how decisions and actions are influenced by factors outside of our awareness (habits, environments, social norms, heuristics)

ACTIVITIES

articulated strategies for community engagement

measurable community participations & ownership

RBM

measurable impact that ensures communities own the creation of solutions

NOVEL

METHODOLOGIES

test assumptions to arrive at community insights and tailored interventions

Decision Makers

CSO Partners

Comm-

unities

Field research

M+E

measurable norms and behavior change based on key indicators

Interventions for Social Behavior Change

Trainings, counselling. peer education

Community engagement

Advocacy

Positive deviance

Communi-

cation

Service delivery & markets

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Attention is dispersed — narrow your focus

�With many priorities competing for attention in people’s daily lives, our programmes are unlikely to be given focused consideration or deep reflection. Understanding this, we focus on those behaviors that are most essential for achieving the project’s goals — and on community members whose behavior change will make the biggest difference. We go for the easy wins first to encourage people to try the more difficult behaviors.

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HUMAN CENTRED DESIGN TRAINING

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Some community members are uniquely equipped to incite change - seek allies

Each community has people whose opinions are respected and often followed, such as religious leaders, government authorities, grandmothers or successful farmers. If we manage to motivate them to support our work, we are likely to achieve better results.

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HUMAN CENTRED DESIGN TRAINING

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Knowledge and awareness are not enough — go beyond logic

�Emotions, not facts, are the most effective agents of change. We need to give people a chance to experience the benefits the promoted behavior brings so that they can feel good about it. Knowledge matters, however, the feelings associated with practicing a different behavior and gaining tangible benefits are powerful motivators — more than logical information and education alone.

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HUMAN CENTRED DESIGN TRAINING

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Intentions are not actions — make it easier for people to go from knowledge to action

�The main reason why people do not practice certain behaviors is often not their ignorance or lack of interest but the barriers they are facing. The most successful interventions are those that address the reasons (psychological, social, and environmental) preventing or discouraging people from achieving the desired change and at the same time increase motivation for change.

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HUMAN CENTRED DESIGN TRAINING

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Context comes first — consider what people are already doing and align services with this

Asking people to change their behavior is not as effective as making a desired behavior easy. We assess and take advantage of the existing positive behaviors, beliefs and know-how. At the same time it is critical not to undermine important traditions that do not cause any harm.

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HUMAN CENTRED DESIGN TRAINING

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Truths are buried - dig deep to unearth insights

�Incorrect assumptions alongside unrealistic expectations are the main reasons projects fail. We conduct thorough research to avoid basing interventions on assumptions of what might work. We unearth hidden truths and disentangle what people self-report about their behaviors from what they actually do. Thick data’ in the form of stories, emotions, and interactions gives us a more complete picture of barriers and solutions.

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HUMAN CENTRED DESIGN TRAINING