Participatory Innovation Conference 2013 ■ Lahti, Finland ■ www.pin-c2013.org TRACK III: Social Shaping of Innovation in Organisations 335 REFRAMING PRACTICE THROUGH PROVOCATIVE CO-DESIGN LOTTE CHRISTIANSEN AALBORG UNIVERSITY LCHR@CREATE.AAU.DK SØREN BOLVIG POULSEN AALBORG UNIVERSITY BOLVIG@HUM.AAU.DK NICOLA MORELLI AALBORG UNIVERSITY NMOR@CREATE.AAU.DK JESPER BREDMOSE SIMONSEN IDÉKLINIKKEN J.BREDMOSE@RN.DK ABSTRACT Implementing designed or redesigned services in organisations requires, to some degree, a change within the practices of the organisation. This is an often underestimated challenge to service design. In this paper, we will present and discuss how service designers can use provocation to trigger changes in organisations, as it has the ability to force a shift in face (Goffman 1967) and the potential to motivate and enable stakeholders to reframe practice and initiate change initiatives. This is done by focusing on a service design project in which a provocative assignment in a co- design workshop triggered a key stakeholder to implement a change in an existing service in a public hospital. However, we will also argue that provocation should be supported with a dynamic attitude from the designer in the social interaction. INTRODUCTION SERVICE DESIGN AND ORGANISATIONAL CHANGE Service design aims at developing new service initiatives that meet the needs of users by being implemented into an organisation. Implementing service initiatives in organisations requires either large or small organisational changes, which are seldom easy to introduce (Beer & Nohria 2000). The implementation of changes in an organisation initiated by a service design project is often considered as something that happens after a service concept has been created (E.g. Lin et al. 2011), however, in this paper we will argue that the implementation of changes also happens during the design process, e.g., through active involvement of stakeholders in co-design workshops during a service design project. THE CASE OF THE UNMANNED BLOOD DEPOTS At the in-house innovation unit Idéklinikken in the North Region of Denmark, service design is applied as an approach to improve hospital services for both patients and staff. In 2012, a team of service designers from Idéklinikken facilitated a service design project in collaboration with the Clinical Immunological Department (in the following referred to as the CID) at Aalborg University Hospital. The CID is responsible for the daily operation of the blood bank. The focus of the project was to redesign the service of two unmanned blood depots, i.e., two physical locations where nurses could collect bags of blood for their patients without assistance from staff of the CID. The project aimed to raise patient safety and support the work procedures both for nurses (the service consumers) and for the staff of the CID (the service providers). As part of the design process, a co-design workshop was facilitated for twelve participants; five nurses from selected units, four representatives from the CID, and three facilitating designers from Idéklinikken.