Tracey Frauzel, Greenpeace Mobilization Lab

1. Human Centred Design for
Campaigning v2.0
About Mob Lab: We exist to
transform how campaigns
are fought and won,
pioneering a powerful new
era of “people-powered”
strategies that amplify
campaign impact and
create positive change.

2. “A set of principles
collectively known as
design thinking—
empathy with users, a
discipline of prototyping,
and tolerance for failure
chief among them—
is the best tool we have
for creating those kinds
of interactions and
developing a responsive,
flexible organizational
culture.”
Kolko, Design Thinking Comes of
Age, 2015

3. Change
Resources
Skills
Time
What is design thinking?

4. Mindset
Mindset

5. Principles of Design Thinking
Principles of Design Thinking
Human-centred
Solution focused
Mindful of process
Action based
Culture of prototyping
Radical collaboration

6. d.School processd.School process

8. Our version of
Human centred design for campaigns
Challenge Sensing Create Prototype
& Test
Plan &
Implement

9. STAFF
SURGE
The Challenge
Purpose: Build a common
understanding of the challenge;
define possible strategies that
Greenpeace can take to create
change; identify the people with
whom we need to work to deliver
the solutions.
We focus on strategy through a mix of new and traditional tools that enable
campaign teams to understand the problem, context and stakeholders.
Together we identify possible strategies that will be tested and refined over
the following days.

10. Source:
Nesta
DIY
toolkit
2014
Exploring the problem
The
Problem
Direct
Symptoms
Underlying
Symptoms
Direct
Causes
Underlying
Causes
Contributing
Factors
Contributing
Factors

11. Campaign Canvass
Goals & Outcomes
What’s the overall change we think we can
make? What will the new system look like?
Milestones &
Indicators
How will we know we’re on the right path?
What does success look like along the way?
What needs to
change?
What are the key and root problems we’ve
identified?
What needs to shift
to create change?
What are the key relationships that, if altered,
could result in a change in our root cause?
Contributing Factors
What else might alter the dynamics of the
relationships, or could potentially change our
opinion of which are the key relationships?
Who influences?
Who are the key actors that have influence on
the elements of our key relationships? Who
currently helps sustain those relationships?
What influences?
What institutions or other elements currently has
influence/helps sustain those relationships?
What do people need to do?
How can key audiences help bring about the shift? What are our asks to them?
What is the story?
What are the key elements of the story that will inspire them to act and show their efforts have impact?
What do we need to do?
What are the key activities or tasks that we need to do to support people to take action and create a shift?
Assumptions Risks
1
2
34
5 6
7
8
9
10 11
12

12. STAFF
SURGE
Sensing
Purpose: Define the specific
audiences we need to engage for
different strategies and gain
insights into their emotional
needs, motivations and barriers.
Sensing focuses on gaining insight into stakeholders and building
empathy with key audiences. We do this by identifying uncertainties and
assumptions we have about the strategy and conducting field research.
Participants find people who fit our target audiences, interview them and
identify patterns or trends from interviews and observations in order to
define insights that will be used to create innovative ideas.
Tools
• Empathy map
• Interviews
• Observations
• Insight statements
• Campaign canvass

13. Tech workers – What we thought they looked like

14. Challenging Assumptions…what they really looked like

16. Identifying insights

17. Focus questions

18. STAFF
SURGE
Create
Purpose: Generate and
develop ideas specific to our
strategy based on audience
insights.
We create and develop ideas based on insights. We employ a structured
idea development process and typically invite external guests to
maximize creativity and idea generation. We use agreed criteria to select
ideas that we’ll take forward and test.
Tools
• Creative
principles
• Structured idea
generation and
development
• Project criteria for
selection

19. Idea generation and development
Creative principles
• QUANTITY is a condition for QUALITY
• Build on each others ideas by saying YES
AND.....!
• Think BIG / Encourage WILD ideas
• Postpone CRITICAL thinking and JUDGMENT
• LISTEN to other peoples ideas
• Get all ideas OUT
• Be VISUAL

20. ? Evaluation
& Selection
Idea
Generation
Idea
Development
Idea
Concretisation
!
Idea generation and development
Source:
Design
Council
(2012)
Idea development model

21. Idea generation and development
Idea development

22. Co-creating ideas with outdoor
communities for Detox outdoor
clothing project
Another way of gaining
insights into audiences
Co-creation
Co-creation

23. STAFF
SURGE
Prototype
Purpose: Discover which
project ideas resonate with
audiences and make
improvements based on
feedback.
We create low fidelity
prototypes for each of the
proposed project ideas and
conduct field research to test
concepts with key audiences,
and improvements based on
their feedback.
By the end of prototyping, we’ll have an
agreed strategy, defined target
audiences, have agreed a creative
concept for the project that includes
our asks of people and the story we tell
to motivate people to action.

24. What are prototypes?
• Quick & early model of
an idea
• Interaction with
audiences

25. How we use prototypes?
• Create quick visual,
physical or interactive
representation of your
ideas
• Test with representatives
of audiences/allies
• Gather feedback
• Refine and improve
• Repeat

26. Prototypes
Tech workers prototypes

27. Tech workers prototypes

28. Testing – Open Hack Night
Testing at open hack night

29. Testing – Open Hack Night
Testing feedback

30. Testing feedback

31. Plan
Purpose: Develop outline of
the project plan – including
timeline of activities,
responsibilities, success
metrics, and immediate next
steps.
At the end we synthesize everything into a plan you can pitch and/or
begin implementing – including an engagement strategy. Together we’ll
define what success looks like and how it will be measured. Finally we’ll
compile a timeline with clearly assigned tasks and roles. We’ll also
explore how your team will work together to deliver this new plan.

32. CAMPAIGN ACCELERATOR
Challenge Sensing Create Prototype
& Test
Plan &
Pitch
Day 1 Day 2 Day 3 Day 4 Day 5
People Powered Campaign Planning
This five day programme enables project teams to efficiently design and test
strategies and ideas for people powered campaigns that address a campaign
challenge. The collaborative week culminates in a clear & tested project plan.

33. What we learned!
• Developing empathy with target audiences and
better understanding their emotional needs and
barriers to taking action with Greenpeace.
• Creating a culture of prototyping and testing to
learn from failure and an iterative approach to
implementation.
• Introducing tools for team collaboration.
• Increasing breadth and diversity of people
engaged in Greenpeace campaigns.
BENEFITS

34. What we learned!
• We have a problem focused approach to
campaigning.
• Siloed approach to planning and decision making.
• Staff capacity and skills orientated towards
output.
• Lack of experience and skills in design thinking
approach.
• Lack of flexibility to seize opportunities or extend
process to deliver more effective products.
CHALLENGES

35. What we learned!
• Adapting a product or service based process.
• Audience focus may exclude other important
factors that contribute to societal change.
• Lack of other campaigning NGOs using this
approach.
• Lack of examples/evidence of using this
approach for systems change.
LIMITATIONS

36. Next steps…
Campaign Planning 2.0
Deliver more power and bigger wins by being more people-centric, creative/innovative
and iterative in planning and implementation of campaign projects.
Specifically, our “Campaign Accelerator” programme will enable campaign teams to
deliver more creative, informed, and tested project proposals – in less time.

38. Tim Brown (2009) “Change by Design: How Design
Thinking Transforms Organizations and Inspires
Innovation”
David Kelley and Tom Kelley (2015)Creative Confidence:
Unleashing the Creative Potential Within Us All
Resources – design thinking

39. Free courses, field guides,
online toolkit, examples:
http://www.ideo.org
http://www.designkit.org/
Resources - design thinking toolkits
Stanford d.school bootcamp bootleg
https://dschool.stanford.edu/wp-content/uploads/
2011/03/BootcampBootleg2010v2SLIM.pdf

40. Robert A. Curedale (2013) “Interviews Observation and
Focus Groups: 110 methods for user-centered design”
Todd Zaki Warfel (2009) “Prototyping”
Resources – audience research & prototyping

41. Michanek & Breiler (2013) “The Idea Agent”
Hanington et al. (2012) “Universal Methods of Design”
Resources – creative methods

42. http://toolbox.hyperisland.com/
http://diytoolkit.org/tools
http://www.gamestorming.com/
http://improvencyclopedia.org/games/index.html
Resources – other toolkits