February 16, 2021

PG #75: Looking beyond the barriers

Illustration by Wendy Fox

Barriers to a healthy, fair, just, sustainable society are often held in place by deep structures that have little or nothing to do with the defined problem or desired outcome.

We are currently doing some work with some philanthropic organisations in the ACT, working to understand the links between family violence and youth homelessness.  

This work is all about revealing those deep structures so that we can work with them, or even change them.

For example: 

  1. Funding for social services that help people in need tends to be focused on short-term, measurable, crisis services – because crisis is where the problems are most visible, and where people are in the most need – it makes sense!
  2. But this means that community services prioritise crisis-response capacity, and de-prioritise longer-term, holistic, whole-of-family, person-centred approaches to preventing violence.
  3. So holistic needs aren’t met, and family violence crises aren’t averted – just mitigated. 
  4. So crisis demand goes up.
  5. So funding gets focused on crisis services.

Then overlay that with a competitive funding environment: services compete with each other for the money that’s available, which limits coordination, information sharing and cooperation, which means less holistic health responses, which, again, means more crisis demand, which means funding tends to be short term and crisis focused.

The system reinforces itself, and family violence keeps happening, and young people keep ending up homeless and unsupported on the streets of Australia. The surface problem is homelessness, but it’s held in place by all these other deep structures.

We’ve heard people in the sector talk about “standing at the bottom of a cliff catching people as they fall, not preventing them falling off in the first place”. So the sector knows this is happening, but they might not have the language – the visual language – to connect it to everything else that is happening and holding them in place.

‘Systems mapping’ shows this structure, in a shared way, to everyone – so that they can see it. Once everyone agrees on what’s happening, and only then, can we design interventions, or change structures, to address the real needs of society. 

Ask yourself: what are the deep structures that hold in place the ‘problems’ that you are facing as a designer, or a manager, or an executive, or a CEO? What is really happening and why?

–– Dr. Reuben Stanton & the PG Team.

Read the rest of issue #75 here

February 16, 2021

PG #74: The future of work is hybrid

Illustration by Wendy Fox

In 2020, I spent most of my time thinking about the future of work – first, understanding how COVID-19 was forcing us to work differently inside Paper Giant, and then through global research and design project work with Atlassian and other clients. 

The task of researching and working on such a shared global experience (and indeed, a global experiment in remote work) was deeply rewarding, but uncanny. Uncanny in that, unlike many of our projects, we were also experiencing the change ourselves. 

As the year progressed, we worked with other clients and ourselves to understand what about that shift would remain temporary, and what was here to stay.

What we learned is that the vast majority of people prefer working remotely to working from an office. In our data, we found that only 20% of people want to return to a majority office-based experience of work. For that 20%, they primarily want to return to the office because they assume their colleagues will be there too. This raises two questions:

  • What happens when your colleagues aren’t there? 
  • What happens if they’re only there on a different day to you?

There are some significant design challenges and opportunities in making this work, but they’re not impossible to solve. 

The shift – to remote and hybrid working models – has profound implications for our concept of the ‘office’ (let alone cities, housing prices, talent attraction and retention, and career opportunities), but also deep implications for the ways in which we work together and collaborate.

It’s an opportunity for organisations to further differentiate themselves from their competition. The organisations that understand how to work in this environment best will be at a significant advantage. 

Flexible work policies and better systems and processes for supporting remote work were already competitive advantages for attracting staff and talent. With even the most conservative organisations forced to adopt these practices for the first time, organisations will have to continue to improve systems and processes to remain at the forefront of employee experience. They’ll also need to build new listening mechanisms into their organisations so that they can understand and work with the newly diverse set of expectations and needs of their workforce.

Every leadership group is probably thinking about office implications, figuring out which teleconference technology to invest in and so on, but the best leaders will also be doubling down on employee experience design – looking to understand the needs of their workforce in a hybrid context, and improving the equality, trust and innovation potential of their teams through better, more personalised supports.

–– Dr. Chris Marmo & the PG Team.

Read the full issue here

February 8, 2021

PG #73: Looking back to look forward

Illustration by Ian Phillips

The month of January is thought to be named after Janus, the Roman god of beginnings and transitions. Janus is depicted as having two faces – one looking forward and one looking back. One eye on the past and one eye on the future.

In January 2021, we could all be forgiven for not wanting to look back, but instead staring straight ahead into the new year and hoping that it brings something better or at least closer to what we feel is normality. But, if we do that, we could lose some of the big changes that we want to keep.

2020 was the year that:

  • Services became more accessible than ever before, with remote access – previously deemed too hard to implement – now being commonplace across healthcare, government, the justice sector, culture and more.
  • Remote work became normalised, opening up opportunities to people who couldn’t reach them before and improving the work/life balance for many others.
  • Social media and technology companies started taking (slightly) more responsibility for the environment they are creating, as their role in society continues to increase.

We realised what services are truly essential and how much more we should value and support the work that teachers, nurses, doctors, scientists, cleaners, delivery drivers, warehouse workers and retail workers do.

Our ability to forget can help us move forward. The ability to put bad things behind us, to contextualise the emotions we feel, to make things ok in our mind, is essential to living day to day.

However, that ability to put things behind us can let us down when it comes to tackling the big systemic issues. The sense of returned normality can make it feel like things are fine. But if you were to ask any historian, climate scientist, or biologist about their outlook for the future, they wouldn’t paint a rosy picture.

So, let’s not sleepwalk into going back to normal as we set out into a new year.

Let’s look back on last year and decide which positive trends to accelerate.

Let’s use our momentum to reverse the negative trends with renewed vigour and dedication.

Let’s make 2021 the turning point towards a better future.

– Iain Phillips and the PG Team

Read the rest of issue #73 Here

December 21, 2020

PG #72: Staying with the trouble

Illustration by Bonnie Graham

"The necessity for a form of socialism is based on the observation that the world’s present economic arrangements doom most of the world to misery; that the way of life dictated by these arrangements is both sterile and immoral; and finally, that there is no hope for peace in the world so long as these arrangements obtain."

–– James Baldwin, No Name in the Streets

In January 2020, our CEO Chris Marmo wrote here in this newsletter:

“2020 is the start of a vital decade, and we’re looking forward to taking a rest, rolling up our sleeves, and staying with the trouble.”

I doubt he could have predicted the sheer scale of ‘trouble’ 2020 might bring.

In Australia, 2020 started with bushfires – our fossil fuel dependence and climate change chickens come home to roost. Dangerous smoke blanketed the country; lives and homes and habitat were lost, while our senior government officials literally went on holiday. Little did we know that our cursory attempt at mask-wearing to cope with the air quality was just practice for what was to come.

There is not much for me to say about the pandemic that hasn't been said elsewhere. The pandemic is a thing that was, and is, and will remain for some time. This year I learned to casually throw around phrases like, “well, everything is going well, apart from a global pandemic” into casual conversation. It’s just part of the water we all swim in now.

Chris’ prediction did come true of course, in that 2020 meant plenty of “staying with the trouble.” 

Here are just a few of the 34 projects we completed this year: 

  • We co-designed strategy with Beyond Blue to help them respond effectively to mental health needs during the pandemic
  • We worked with the Supreme Court of Victoria to help them respond to the increase in self-representation at court, and the coming waves of litigation that tend to follow a recession
  • We worked to make it easier to deal with fines in NSW, and easier to apply for the Disability Support pension in Victoria
  • We conducted research for Atlassian that looked at the sheer scale of the impact of the pandemic on knowledge workers
  • We helped a cemeteries trust understand the impact of lockdowns on funerals and grief
  • We worked to make it easier to apply for the Disability Support pension in Victoria
  • And we won a good design award for our work to improve justice system outcomes for people with cognitive disability.

These projects were all conducted in the midst of a year filled with uncertainty – uncertainty in the future of our communities, our society, and our planet. Considering the uncertainty of 2020, what might 2021 bring? 

As I write this there have been no active coronavirus cases in the state of Victoria for 30 days. But even with the virus effectively eliminated (here, if not yet in much of the world), the last thing I would want to see is a return to ‘normality’.

Why? Because 2020 was the start of a vital decade, and now we are a whole year in.  It’s clear that the trouble in our society – the inequities, the injustice, the unfairness, the unsustainability that needed responding to prior to 2020 – are all still with us.

Some issues have been brought starkly to light by the crises of climate change, the global pandemic, and the resultant recession. Some people and organisations are clearly more responsible than others for these problems. But regardless of the causes, I think we can all take this moment to confront the past, fix the present, and shape the future. 

2021 will be about coping, managing, responding to, predicting, and creating change. At Paper Giant, we believe the world can be better, and we hope you can join us in making a better world a reality.

–– Dr. Reuben Stanton & the PG Team

Read the rest of issue #72 here

December 21, 2020

PG #71: Design changes the designer

Illustration by Jess Allison

My year has been characterised by two projects. Both involved co-design within two vastly different, but equally complex contexts: mental health and education. They left me more enamoured than ever with this approach to design, but more importantly, they asked me to look at my world through a different lens. 

Co-design has a few closely connected themes:

  • Facilitators need to understand and acknowledge the power differentials that exist within groups, in order to better facilitate collaboration.
  • Creating and maintaining an inclusive environment is crucial. Every participant must feel valued and be able to participate in a meaningful way. 
  • The safety and care of all participants throughout the co-design process is absolutely paramount. 

Exploring these themes has made me a different designer and it’s not a stretch to say the impact on me has been profound. They will continue to influence and characterise my approach to my work into 2021 and beyond.

I believe that co-design, if understood and implemented correctly, can impact organisations in the same way they’ve impacted me personally.

– Ernez Dhondy & the PG Team

Read the rest of issue #69 here

December 4, 2020

“Better than normal”: The 2021 workplace

The workplace of the near-term future is likely to be a hybrid of face-to-face and remote work: some employees are keen to return, others want at least part-time WFH to become permanent.

Managing this adaptively is going to take skill, flexibility and understanding of best practice, but if we do it right, we can make 2021 better than just “a return to normal”.

The webinar covered how to do just that, with speakers from Xero, ANZ, and Paper Giant.

Thankyou to our panelists for sharing their knowledge and experiences in this space - Kristina Nink, Service Design Lead at Xero and Theo Bridge, Design Research Domain Lead at ANZ.  Dr. Chris Marmo, Paper Giant co- founder & Strategy Director Roya Azadi enjoyed the discussion.

November 13, 2020

Design Festival Canberra Panel Event

From 9-29 November, DESIGN Canberra will experiment with new ideas & the best of design, hosting over 200 events, exhibitions, talks, tours, activations, markets, collaborations, artist studios and open homes. The festival, now in its 7th year, is for all interests and ages and most events are free.

As a part of the 2020 program, Paper Giant is pleased to have presented ‘Designing Communities of Care’ a panel discussion.

In recent months the experience of work has undergone a dramatic shift, and that change is far from over. In this new work environment, design practitioners need to reconsider how we create safe spaces for participation and elevate the voices of others. Designing Communities of Care brings together expert panellists for a discussion about looking out for each other in a world of changing work boundaries.

Thank you to our guest panelists Ruth Ellison, Director of Digital Squads and Head of User Research, DTA and Eugene Chung, R&D Team Coach, from Atlassian. We enjoyed the discussion and the thought provoking ideas.


Presented as part of the annual DESIGN Canberra festival (9-29 November 2020) which celebrates and promotes Canberra as a global city of design. A Craft ACT: Craft + Design Centre initiative.

November 12, 2020

PG #70: Strategy in uncertain times

Illustration by Jess Allison

As strategists and designers, we trade in the future. Our entire industry is built around organisations seeing something wrong with their trajectory and looking for help to course-correct. Typically the time spans we work within are reasonably stable, but these days even the near-term is deeply uncertain.

Below are a few suggestions to help organisations plan during what are now known as these unprecedented times.

Rapidly generate future scenarios
Sharpen your strategic direction by imagining plausible but challenging events that might have an impact. 

Begin first by defining the focal issue (this could be your sector, or even just one aspect of your organisation’s work), the timeframe you are planning for, and any relevant past events. From there, list out the driving forces in your sector, then analyse what critical uncertainties you will face within the timespan you’re looking at. Include a diversity of voices from across your business to co-design these scenarios, so you can make sure all the uncertainties are surfaced.

With that info, you can develop three or four plausible scenarios for the future, from which you can map out actions you can take today. These actions should be anti-fragile enough to succeed in all the scenarios. This will help you future-proof the plan you create.

Don’t just write business goals, write customer-oriented ‘impact goals’ 
Imagine the change you want to create in the world for others and use that as a way to design a work plan. 

Bring together leaders from across the business and work together to reframe your business goals. Assess each goal, then flip it into a customer-oriented version of it. For example, a typical business goal might be ‘Increase market share’. Flipped into a customer-oriented impact goal, this could be something like ‘Help future customers gain access to [our service] so that they gain [benefit of the service]’. 

Streamlining your daily, weekly and monthly work with a laser focus on impact will make decision-making in times of stress and uncertainty easier. It will allow you to drop away from the work that drains resources but isn’t creating the impact you want it to.

Operationalise your strategy
Strategy requires real-world actions to bring it to life. With your impact goals written, work with your team members who are on the ground to assign metrics, write detailed actions that will achieve the goal, and a time frame for each one. Stress test these impact goals against the different scenarios you imagined before – what do you need to change so they still work well in the future scenarios?

If you and your business have found any other great ways of tackling planning for the future – or you’d like to chat about the challenges you’re facing – I’d love to hear from you. Please feel free to get in touch via LinkedIn!

–– Roya Azadi & the PG team.

Read the rest of issue 70 here

November 5, 2020

Designing Communities of Care

Date: 12th November 2020
Time: 5:30pm - 6:30pm
Location: Remote

Info and tickets

In recent months the experience of work has undergone a dramatic shift, and that change is far from over. In this new work environment, design practitioners need to reconsider how we create safe spaces for participation and elevate the voices of others.

Designing Communities of Care brings together expert panellists for a discussion about looking out for each other in a world of changing work boundaries. The panel will make space in a discourse focussed on productivity to examine the importance of care structures, individual needs and flexible work practices. It’s a conversation about what we take forward in a post COVID-19 world.


Panelists:

Ruth Ellison

Director of Digital Squads and Head of User Research, DTA

Ruth Ellison is a user experience researcher, design leader and speaker from Canberra, Australia. She is passionate about creating healthy curious teams who are focussed on collaborating on meaningful and challenging problems. She is currently the Head of User Research and Director of Digital Squads at the Digital Transformation Agency.

With over 18 years design experience in the government and private sectors, Ruth has worked with numerous organisations on taking a human centred approach in their digital transformation journeys. In her spare time, Ruth makes science-themed jewellery with lasers and 3D printers, and explores and blogs about escape rooms.


Dr. Chris Marmo

Co Founder, Paper Giant

Chris is a strategic designer and researcher with nearly 20 years’ experience in the design industry in Australia and throughout Asia. He is a co-founder and the CEO at Paper Giant.

He is passionate about the overlaps between people, technology and society, and enjoys mentoring teams through complex problems. Through his career, he has worked across private and public sectors and has delivered research insights and design outcomes used by hundreds of thousands of people.


Eugene Chung

R&D Team Coach, Atlassian

Eugene is an R&D Team Coach at Atlassian, where he focuses on driving continuous improvement across product and platform teams. He works with teams every day to help them identify what’s holding them back and experiment with new ways of working so that they can reach their full potential.

As part of Atlassian’s Craft Practices and Learning team, he is passionate about creating new Plays and tools that make it easier for teams to continuously improve. Eugene is a recovering consultant who used design thinking to empower leaders and teams to adapt to change and adopt new mindsets, behaviours, & practices. Originally born and raised in Texas, Eugene spent most of his life in NYC before moving a couple years ago to Sydney.


Laura Wilkinson

Co Design Lead, Paper Giant

Laura is an experienced strategic designer with over a decade of co-design, digital transformation and user research experience. Laura spent her early career working across a diverse range of Government Departments and roles where she has led large organisational restructures, managed policy teams and worked with Senior Leaders as an adviser.

Over the last eight years, Laura has focused on the application of human centred design to support the achievement of public outcomes.


Moderator:

Dan Woods

General Manager Canberra, Paper Giant

Dan has over 20 years’ experience delivering design projects to market. With broad experience in the public and private sectors both in Australia and APAC, he leads teams to understand user and community needs and design solutions to address them.

He is passionate about the intersections between public policy and human-centred design, and the role of ethical technologies and open standards in bringing them closer together.

October 27, 2020

PG #69: We need humanities experts now more than ever

Illustration by Bonnie Graham

The Australian government claimed its recent cuts to university funding were about shifting students from humanities subjects into “job-ready” STEM degrees. This was a lie – it was an across-the-board cut that reduced funding for STEM subjects as well

This is clearly ideological –  it’s an attempt to shift the overall cost of university education from governments to individuals.

Let’s treat their argument as though it was in good faith: Are the humanities really ‘not job-ready’?

Consider the ‘jobs’ that need doing in the world right now:  multiple social justice crises need solving, we have a recession that we need to recover from, a pandemic that needs to be managed, an entire world economy needs to be transitioned away from fossil fuels… and more! 

Let’s just take managing the novel coronavirus pandemic. Important and necessary understanding of this virus comes from STEM fields. We need to understand the epidemiology of the virus, we need to build statistical models for its spread, we need to measure the economic impacts of different lockdown rules and decisions. 

But the virus operates within a broader public health response, and our understanding of that comes from the humanities. 

Questions like ‘should we have a strict lockdown despite its other impacts?’ or ‘should we let the virus rip through the community?’ are only partially economic or scientific questions – they are also ethical and social questions that need to take into account social relations, human behaviour, and what we actually want for our society in the short and long term. 

Raw economic or epidemiological calculations only get us so far, and tend to either ignore real human suffering or discount questions of human dignity.  Anthropologists, social scientists, philosophers and ethicists are the ones who can interrogate what ‘public health’ really means in a nuanced way. 

In any crisis, we get to make decisions. Critical, structural, systemic and historical analysis, the kind provided by humanities education,  is absolutely necessary to think properly about – make good decisions about – complex societal issues. These are the jobs that need doing, if we want a liveable, thriving, sustainable society – the jobs we need to be ready for.

–– Dr. Reuben Stanton & the PG Team

Read the rest of Issue #69 here

 

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