Police Rotterdam

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Due to confidentially reasons, I cannot elaborate on any projects specifics. 

In summary

The Police Force of Rotterdam asked us to help them with incorporating a user centric approach in their innovation processes. With that goal in mind, we created them a Design Thinking Program in which 32 police-talents would participate. Through the program we would empower the talents to bring their ideas to life and teach them how to do this in a user centred way. Since we didn’t have a Design Thinking Program ready to be used, we created the program ourselves. 

My role

This was one of the projects in which I had the luck to be involved from the absolute beginning until the very last workshop. The whole team worked closely together and we were all involved in every step of the process. In the beginning we were mostly focused on creating a high-over planning. Afterwards, we sketched the contents of each workshop. We defined which theory, methods and tools we wanted to elaborate on per phase and created each workshop. 

Methods

Project management

Design thinking

Workshop creation

Workshop facilitation

The process

The creation of this program was quite a challenge, as the workshops were spread over a ten month timespan. Therefore it was very important to make sure that the connection between the workshops was clear and the time in between the workshops was well spent by the participants.

Plan

We started with mapping out all the theory and assignments we wanted to discuss in each workshop. We re-evaluated this planning halfway through the program as we gained several insights from the first couple of workshops.

Create

After the high-over planning we created the content for all the workshops. We made a template, so we could re-use the structure for all workshops and assure consistency. We also made templates to support the assignments.

Facilitate

In total we had six workshops. We invited the participants to our office and gathered all together for the theory. Afterwards they split up in their teams so they could work on assignments together and sometimes even individually.

Key achievements

  • Turning do-ers into thinkers. Policemen and -women are hands-on people and need to make decisions fast in their daily life. It was an achievement to make them take a step back and take the time to make sure they had a solid base to innovate upon in each step in the process .

  • Making the participants understand the value of a user centred approach. It was a challenge to move the focus of the participants from inside the organisation to outside of the organisation. However, in the end they realised the differences in the approaches and saw the benefits it brought to their innovations.

Main learnings

  • Creating a program over a large timespan and connecting the dots between the individual workshops was a learning for me. By repeating the overview of the program and giving insight on the connection with the previous and the upcoming workshop, we made sure the participants saw the overall picture. 

  • Flexibility is key when it comes to workshop facilitation. With every workshop we facilitated, we understood the participants better and we could enhance the workshops to fit their needs best. In some cases it could wait until the next workshop and in some other cases we needed to adjust on the fly.

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