PHASE 2 – DESIGN
Stage 7: Co-Design Sensitizing
Having gathered information and ensured you understand the perspectives of many stakeholders in the Discover Phase and recruited the right folks to participate in your project you now need to get hearts and minds aligned.
Co-Design Sensitising is primarily about the initial workshops you will hold with those who will play the largest role in co-design.
For those inexperienced with running workshops, forums and other meetings intent on crafting a consensus, this stage will expose you to tools which will enable you to present your environmental scan and initial problem statement, summarise the results of stakeholder consultation and point to potential needs.
Go to Stage 7 Content
Co.Design4All
3 Stages of Design
So within the Design Phase, there are three Stages; each underpinned by a total of 34 tools. Some of those tools will be re-used throughout this and other Phases. It is your choice as to when they are introduced and how often they are re-used.
Stage 6
RECRUITMENT
This stage will involve the recruitment of participants for the co-design process. This includes invitations and briefings required to ensure stakeholders are informed and prepared for the process.
4
Tools
Stage 7
CO-DESIGN SENSITIZING
This is the first phase in co-design workshopping. It involves sensitizing stakeholders to the issue through presenting the information gathered in the Discovery Phase. This will involve reporting key findings, ideas raised and potential solutions. Depending upon the scale of the problem and evidence for a particular solution, this stage may simply be the beginning of a workshop. It could also extend to a series of workshops to ensure alignment around a common problem definition and ways for that problem to be addressed. You will not know until the stakeholders recruited meet for the first time.
8
Tools
Stage 8
CO-DESIGN FACILITATION
This is the second stage of the co-design workshopping approach. It revolves around the facilitation of the participants as they develop and test ideas and solutions to the problem agreed in Stage 7.
22
Tools
Gate 2 – REFLECT & PLAN
The reflect and plan component of the framework has been designed to provide a point to review what has been achieved. In this case, it is to test whether the solutions generated are really owned by the project participants. If the co-design brought pre-determined solutions to the table, was too rushed, or did not involve the right players, you can be set up for implementation failure.
We provide a set of questions to work through to ensure you are on track to move to Phase 3. It might be that you need to run another workshop to continue the co-design facilitation and ensure that the choices agreed are sufficient to deal with the problem at hand. Perhaps you need to spend more time generating ideas or testing them to capture everyone’s commitment to moving forward with those ideas. A little more time proving the worth of an idea now could save lots of time later trying to find funding for implementation or to fix a plan which does not have legs.
Reflect & Plan
DESIGN
Stage 7 – Co-Design Sensitizing
Overview
This is the first step in the co-design workshop or workshop series. It involves sensitizing stakeholders to the issue through providing the information that was gathered in the Discovery Phase.
Reporting key findings in a way which shows the comprehensiveness of data analysis, consultation, and consideration of existing services is critical to gaining trust. Outlining ideas raised in an impartial and often de-identified way will enable the assembled group to start considering options without having to attend to politics and power.
This is important as the participants will still be early in their group formation journey and more sensitive to those with more profile, resources and history. If the co-design is well facilitated the data and need should speak more than those with vested interests.
Securing agreement on what the issues really are, before moving into discussion of potential solutions will mean the trajectory of the discussion heads towards real problem solving.
Key Activities
Establishing the project team is critical for getting started. This will include the following steps:
- The first element will be to warm people up to participating actively in the session. This includes setting the right tone to eliminate or reduce any power imbalance in the group. The Power Play cards can be used in this session to explore those power issues. Other warm up activities can also be used to get people comfortable, seeing each other as equals with valid contributions and ready to work together because of some shared history.
- Using the information and research gathered in Stage 1, the first part of the co-design workshop will be about sensitizing people to the challenge. This will involve providing a summary of insights drawn from the data analysis and filling those out with reference to qualitative data including observations made by stakeholders and case studies. To avoid paralysis by analysis, discussing how we all live in a volatile, uncertain, complex and ambiguous world might settle those who want perfect data or who are “weaponising” data on hand.
- If sufficient attention is generated by the data you can then lead into testing whether a shared purpose statement can be constructed. Why is this group gathered and what should it be focused on achieving?
- Making it easy for participants who do not know each other to express their views and engage is critical to building group dynamics. Sentiment indicator cards can be introduced at this stage for participants to respond to how they feel about the information being presented. A blue card is used for feeling cool about the idea, and orange used when warm to the idea. This helps people to express how they are feeling about the information and socialise the use of such systems before really contentious matters are brought to the group. It also makes it easier for facilitators to get an indication about the resonance of ideas without needing to engage in lengthy discussion or call for final opinions.
- Presenting a variety of data and insights in different formats will help people to absorb and understand the challenge being presented and see the situation from multiple perspectives. Force field analysis and looking at personal and organisational motivators can be key to harnessing the intellect, resources and commitment of participants.
STAGE 7 – Co-Design Sensitizing
Building an M&M House
Building an M&M House
Tool Reference # 2D0701
Building an M&M house is a tactile, stand up activity which involves colour and fun. It is a great way to get quieter folks talking and some energy in a room which might have become quiet during the formal introductions which initial meetings inevitably involve.
WHAT
This is a warmup activity to get people to know each other and to develop relationships. It will also give you an indication of the personalities and working styles of people at each table.
WHO
Workshop participants.
HOW LONG
20 minutes.
Stage 7 – Building an M&M House
A fun ice-breaker and a great way to get quieter folks talking and some energy in a room which might have become quiet during the formal introductions.
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STAGE 7 – Co-Design Sensitizing
Rock Paper Scissors
Rock Paper Scissors
Tool Reference # 2D0702
Everyone can remember the childhood game “paper, scissors, rock”. This is a variant of that game ideal for getting participants to interact and disclose information about themselves.
WHAT
This is a warmup activity to get people to know each other and to develop energy in the room.
WHO
Workshop participants.
HOW LONG
20 minutes (depending on the size of the workshop).
Stage 7 – Rock Paper Scissors
A fun ice-breaker game that is ideal for getting participants to interact and disclose information about themselves.
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STAGE 7 – Co-Design Sensitizing
Fostering Gratitude
Fostering Gratitude
Tool Reference # 2D0703
Co-design always involves having to embrace something new. That can be threatening as it involves change. Asking participants to list what they are grateful for in a structured way, creates positivity. This is vital for shifting mindsets to be open to something new. Sharing those areas of gratitude through this activity creates bonds. When jumping off a cliff to embrace something new feels safer when it is being done with like-minded folks!
WHAT
This is a warmup activity to get people into the right mindset to be positive and solution focused.
WHO
Workshop participants.
HOW LONG
15 minutes.
Stage 7 – Fostering Gratitude
This is vital for shifting mindsets to be open to something new. Sharing those areas of gratitude through this activity creates bonds.
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STAGE 7 – Co-Design Sensitizing
VUCA Matrix
VUCA Matrix
Tool Reference # 2D0704
VUCA is an acronym that stands for volatility, uncertainty, complexity and ambiguity – qualities that make a situation or condition difficult to analyse, respond to or plan for. All co-design and place based initiatives occur in an environment which has VUCA characteristics.
Rather than using complexity or uncertainty as excuses for inaction, by naming them as part of the environment it surfaces the factors at play and enables the group to deal with the changeable elements of the environment. Together the different parties can bring information to the table which reduce the VUCA factors.
WHAT
This is an activity that helps to unpack the issues being faced and what is known and unknown.
WHO
Workshop participants.
HOW LONG
30 minutes.
Stage 7 – VUCA Matrix
All co-design and place based initiatives occur in an environment which have VUCA characteristics – Volatility, Uncertainty, Complexity, Ambiguity.
STAGE 7 – Co-Design Sensitizing
What Does Success Look Like
What Does Success Look Like
Tool Reference # 2D0705
Brainstorming without structure and framing can be a waste of time. This activity asks participants to list key elements of success. In the process, new perspectives will be built and clarity will emerge about what is truly important. This can undermine the defences people might bring with them to a workshop. With that list in hand, facilitators can then use subsequent activities to ensure that ideas about success are shared and central to prioritising actions later agreed.
WHAT
This is a pre brainstorming activity to get everyone to define what a successful outcome would look like.
WHO
Workshop participants.
HOW LONG
10 minutes.
Stage 7 – What Does Success Look Like
Brainstorming without structure and framing can be a waste of time. This activity asks participants to list key elements of success.
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STAGE 7 – Co-Design Sensitizing
Force Field Analysis
Force Field Analysis
Tool Reference # 2D0706
Force Field Analysis is based on the idea that any current situation or state is the result of a balance of power between driving forces and restraining forces. Driving forces are those that push for the desired change. Restraining forces are those that resist or hinder it. To achieve the desired state, you need to either increase the driving forces, decrease the restraining forces, or both.
Force Field Analysis was developed by Kurt Lewin, a social psychologist and pioneer of organizational development. Lewin used the analogy of a field of forces to describe how the behaviour of individuals and groups is influenced by various factors in their environment. He applied this concept to various fields, such as group dynamics, action research and change management. The activity generates a list of forces and works with the group to define how large the arrows (force) really are.
WHAT
This is a tool that can be used to analyse the forces that are influencing a situation, both driving an outcome or restraining the outcome.
WHO
Workshop participants.
HOW LONG
30 minutes.
Stage 7 – Force Field Analysis
Force Field Analysis is based on the idea that any current situation or state is the result of a balance of power between driving forces and restraining forces.
STAGE 7 – Co-Design Sensitizing
What is My Why?
What is My Why?
Tool Reference # 2D0707
Organisations spend lots of time in what they do. Sometimes they spend time assessing how they do it. Rarely do they ask the question “why” certain things are done. The same applies to people. Getting a new group to consider why they are attached to a co-design project brings passion and purpose to the work. When times get tough, and they will, having knowledge about why the work is important and why individuals are committed to it will ensure folks push through barriers.
WHAT
This is a tool/approach that can be used to help participants to articulate their why. This can support a better understand of the reasons people are participating in the session.
WHO
Workshop participants.
HOW LONG
30 minutes.
Stage 7 – What is My Why?
When times get tough, and they will, having knowledge about WHY the work is important and why individuals are committed to it will ensure folks push through barriers.
STAGE 7 – Co-Design Sensitizing
Create Insight Statement
Create Insight Statement
Tool Reference # 2D0708
When you brainstorm, you can end up with a list of disparate ideas. That is normal. The next stage is to cluster the themes which emerge during brainstorming. Having done that, looking at the themes for patterns, key concerns, practical considerations which relate to implementation, etc is critical. This ensures some of the great insights are not lost. The insights can then be referenced when projects are being scoped to ensure vital factors for success are addressed.
WHAT
This is an activity used to assess various options generated through brainstorming.
WHO
Project team and other stakeholders involved in deciding the options to take forward.
HOW LONG
20 minutes.
Stage 7 – Create Insight Statement
This tool clusters the themes which emerge during brainstorming, ensuring some of the great insights are not lost.
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NEED HELP?
Support & Guidance
Gathering groups to focus on need is challenging. You may have perfectly developed skills in project management or a technical discipline whether clinical, related to property or infrastructure. However, bringing people from diverse backgrounds together is always unpredictable. Your linear skills in project management, diagnosis and compliance with regulations have limited application in such a setting. In fact, the more expert you are in your professional field, the harder it can be to see the perspectives of others from outside of your domain. The harder it can also be for others to hear everything you say as not coloured by your training and role.
That is why getting the process right so that people can relate to each other, positive group dynamics are formed and inclusive prioritisation of need occurs is vital in the early stages of every co-design project. Sometimes that will involve bringing in independent experts who understand the process of group formation. Their familiarity with the tools associated with helping groups understand data and use it to identify priorities can free you to represent your organisation’s interests in the early phases of project design. Our team are experienced with facilitating initial project workshops and mentoring others to take on later aspects of project scoping and delivery.
CO.DESIGN4ALL
Get in Touch With Us
Please choose the subject of your enquiry from the drop-down selection. We look forward to engaging with you on Co.Design4All.
CASE STUDY
Inala Primary Care
Inala Primary Care has a disproportionate group of patients who suffer with chronic pain. Analysis of the data showed that pain arose due to the decline in muscle and bone health associated with ageing. It was also caused by injuries and the challenges of many conditions like diabetes and arthritis. It was often underpinned by trauma with those having difficult lives appearing to be more sensitive to pain. Whatever the driver, the team were concerned about the growing number of patients taking medications for which there was no evidence of long-term benefit, only data about serious side-affects. Creating a continuum of care which catered to the many types of patients, length of their experience with pain and use of opioid and other medications was a priority.
Bringing hospital based pain clinicians together with general practitioners, pharmacists and allied health was vital. It involved balancing the power and expertise of all groups. Looking at pain through the lens of the patient was also necessary. A series of workshops occurred to develop understanding of the issues at hand. During those consultations it was vital to appear non-threatening. Patients wanted to feel heard and not threatened by withdrawal of medication or support. Clinicians of all types wanted work which was less stressful and created more support for patients. This all occurred in a world which was desperately under-resourced and a system with gaps between community and hospital care. Using group techniques and data, a coalition was formed which garnered resources from University partners to undertake literature reviews and submit grant applications. Hospital partners agreed to employee an Inala GP to work in their clinic to deepen skills and partnership opportunities. Other health stakeholders like Primary Health Networks agreed to fund the time to do further exploration of issues and assessment of what a better model of care could involve. This in turn was taken up by University and clinic partners in related projects to study need and identify options. It all took time. It involved managing expectations, resources and interests. Different perspectives were very real and needed management. Co-design was fundamental to the result.
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TESTIMONIALS
What our clients have to say
Tracey Silvester
Executive Officer
Engaging, Successful, Credible
I have been witness to Tracey Johnson’s knowledge of the health care system and her exceptional group facilitation skills. She is a master at understanding the complexities in which health services operate; an understanding that is reflected in the quality of the co-design tools and resources that have been developed. Her ability to clearly communicate complex concepts and engage diverse audiences ensures the success and credibility of her work. I am confident that these attributes and Tracey’s commitment to making a difference will make the website a valuable resource for all users.
McGrath ‘Model of Care’ project
Project Participant A
Best Co-design Process
This has been the best co-design process I have even participated in……ACTUAL co-design.
Meredith Cummins
CEO Neuroendocrine Cancer Australia
Wonderful Co-design Workshop
Wonderful to be involved in this co-design workshop to ensure the model of care for all cancers benefits all cancers.
McGrath ‘Model of Care’ project
Project Participant B
Fantastic Co-design Workshop
Fantastic to have been part of the codesign workshop with McGrath Foundation and Natasha Doherty.
Stacey Allerton
Patient Advocate
Compassionate Co-Design
Thank you to Natasha Doherty for a kind and compassionate session co-designing the McGrath Foundation model of nursing care for all cancers!
Cathy Baynie
Practice Consultant & Past President AAPM
Highly Recommend Co.Design4All
I highly recommend this resource as the necessary tool that will support and foster the needs of all stakeholders in the co-design process. Tracey and Nat have an in depth and lived understanding of what is required for a successful outcome. Their skills in working with groups and inspiring others are second to none.
Cathy Baynie, Registered Nurse. Practice Consultant & Past President AAPM (Australian Assoc of Practice Managers) Manager Advocacy and Health Workforce
Michele Smith
WNSWPHN
Excellent Co-Design – Resounding Success
The “Excellent Co-Design” training by Tracey Johnson and Natasha Doherty has been a resounding success. It not only enriched the skill set of the WNSW PHN Primary Care team but also instilled a culture of collaboration and innovation that will propel the PHN’s mission to improve primary health outcomes.
Freddy Ortega
WNSW PHN Primary Care Team
Transformative, Comprehensive Training
The “Excellent Co-Design” training, expertly delivered by Tracey Johnson and Natasha Doherty, has been transformative for the WNSW PHN Primary Care Team. This comprehensive training has equipped the team with vital skills in community engagement, service innovation, and program implementation—key components for addressing complex primary care challenges, especially in rural and remote contexts
Tracey Silvester
Executive Officer ACHSM
Quality Tools & Resources
Tracey Johnson is a master at understanding the complexities in which health services operate, an understanding that is reflected in the quality of the codesign tools and resources that have been developed. I am confident that these attributes and Tracey’s commitment to making a difference will make the Co.Design4All website a valuable resource for all users.
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