Service Blueprinting: A Method for Assessing Library ... - OSF

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ServiceBlueprinting:AMethodforAssessingLibraryTechnologieswithinanInterconnectedServiceEcosystem

Serviceblueprintingisamethodfordesigning,assessing,andimprovingservices.Thisarticleprovidesapracticaloverviewoftheserviceblueprintingprocessforlibrarytechnologyservices.Webeginbyoutliningtherecentconversationaroundlibrarytechnologies,servicedesign,andserviceblueprinting.Wethendetailaniterativecasestudyforthecreationprocessofaserviceblueprint,followedbyadiscussionoftheserviceinsightsandimprovementsthatresultedfromthisactivity.Weconcludebyofferingasetofrecommendationsforcreatingandanalyzingserviceblueprints.Ultimately,theserviceblueprintisausefultoolforunderstandingtheoperationofaservice,andforsituatingthatservicewithinabroaderandinterconnectedlibraryecosystem.

Servicedesign;serviceblueprinting;librarytechnology;serviceecosystem

Authors

ScottW.H.Younghttp://orcid.org/0000-0002-3082-4057.SaraMannheimerhttp://orcid.org/0000-0002-1433-6782.DoralynRossmannhttp://orcid.org/0000-0002-6490-4223.DavidSwedmanhttp://orcid.org/0000-0001-5241-2582.JustinD.Shankshttp://orcid.org/0000-0002-0587-8256.

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Introduction

Serviceblueprintingisamethodfordesigning,assessing,andimprovingservices.Asamethodofservicedesign,blueprintingisconcernedwithempathy,user-centeredness,andthebroaderserviceecosystem.Serviceblueprintingisparticularlyeffectiveatilluminatingthecomplexitiesofnewlibrarytechnologyservices,whichareoftenaccompaniedbynewsetsofchallengesforbothlibraryusersandlibrarystaff.Weappliedserviceblueprintingtoanewvisualizationdisplaywallinourlibrary,iteratingthreedifferentblueprintversionsovertwoyears.Thisprocessallowedustobetterunderstandandassessthedisplaywallservicewithinthecontextofacomplex,interconnectedecosystemoflibraryserviceandstaffing.Weidentifiedseveralideasforimprovementsofthedisplaywall.Wealsoidentifiedseveralapproachesforsuccessfullycreatingandimplementingaserviceblueprint.

BackgroundandContext

ServiceBlueprintingandServiceDesign

Serviceblueprintingisamethodforunderstandinghowaneworexistingserviceintegratesintothecomplexityofaninterconnectedlibraryserviceecosystem.Aserviceblueprintprovidesavisualflowofaserviceoperation.Thefunctionofaserviceblueprintistoassesstheoperationanddeliveryofaservice,andtogeneratenewideasforimprovingtheservice.Thescopeofablueprinttypicallyincludesthreemainserviceareas:user-facinginteractions,behind-the-scenesstaffactions,andthetechnologysystemsthatsupporttheservice.Thetechniqueofserviceblueprintingwasdevelopedthroughthetraditionofservicedesign(Shostack1984;MarquezandDowney2015a).Withinlibraries,servicedesigngenerallyandserviceblueprintingparticularlyisrecognizedasausefulpracticeforplanning,assessing,andimprovingtechnologyservices.Whenimplementinganewcollaborativelibraryspace,forexample,DeiteringandFilar-Williams(2018)note,“Themostusefultoolinourplanningstageswasblueprinting.”Intermsofscope,aservicecanbeunderstoodgenerallytoincludeanyinteractionthatauserundertakestoaccessinformationorfulfillatask.Inessence,everythingwithinalibraryhasthepotentialtooperateinservicetousergoals(MarquezandDowney2016,14–17),andthereforetheblueprintisanadaptable,usefultoolforafullrangeoflibraryservices.Inpractice,theserviceblueprinttypicallytakestheformofatemplatedschematic.Intheblueprintrepresentation,differentcomponentpartsoftheserviceoperationareshownvertically,andforwardprogressthroughtimeisshownhorizontally.Figure1showsablanktemplateforaserviceblueprint,withfivecomponentpartsoftheservicealongwiththelineofvisibility:

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Figure1.BlankServiceBlueprinttemplate

- physicalevidenceidentifiesthepeopleandthingswithwhichtheuserinteracts- useractionsidentifytheactionstakenbytheuserduringthecourseoftheservice- front-linestaffactionsidentifytheinteractionsthatoccurbetweenusersandthe

publicservicesstaff- behind-the-scenesstaffactionsidentifytheworkandcoordinationofanystaffthat

doesnotdirectlyinvolveuserinteractions- supportinfrastructureandsystemsidentifiesthetechnologyandspacethatsupports

theservice- thelineofvisibilitydelineatestheservicecomponentsthatarevisibletotheuser

fromthecomponentsthatoccurawayfromtheuser’slineofsight.Tocompletethisblueprint,theworkflowofaserviceisvisuallyrepresentedthroughtimeaccordingtotheservicecomponentsoftheblueprint.Theblueprintthenshowsthedifferentpartsofaserviceatvariousstages,revealingholisticallytherelationshipsamongvariousspaces,staff,andtechnologiesthatcomprisetheservice.Theblueprintiscompletedcollaborativelybythelibrarystaffwhosupporttheservice.Importantly,libraryusersarenottypicallyconsultedinthecreationofaserviceblueprint.Inthisway,the

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blueprintrepresentsaconceptualmodelofaserviceasitappearstotheserviceproviders.Theinternalfocusoftheserviceblueprintmakesitanespeciallyusefultoolforhighlightinginternalrelationshipsamongstaffandtechnologysystems,andforgeneratingdialogueamongdiversestakeholderstowardsserviceimprovementinsights.

TechnologyServicesinLibraries

Serviceblueprintingisparticularlyusefulinnavigatingthecomplexitiesoftheprovisionoftechnologyservicesinlibraries.Informationliteracynowgoeshandinhandwithdigitalliteracy.Withtheadventofpersonalcomputersandtheweb,informationiseasilyaccessedthroughsearchenginesanddatabases,thenprocessedandexploredusingcomputersoftware.Inanefforttokeepuptodatewithpatrons’informationseekingneeds,librariesincreasinglyfocusoninnovation(Youngman1999;Weiner2003).Consequently,earlyadoptionofandsupportfornewtechnologyserviceshavebecomekeytolibraries’missions.TheNewMediaConsortiumperiodicallypublishestheHorizonReport:LibraryEdition,apublicationthatforecastsnear-termtrendsandtechnologydevelopmentsinlibraries,outlinesrelatedchallenges,andsuggestsideasforsolutions(AdamsBeckeretal.2017).TheLibraryInformationTechnologyAssociation(LITA)Guideseriesfocusesontechnologyimplementationandmanagementinlibraries(see,forexample,Block2017;Silveira2018;Ippoliti2018;Kirsch2018).Publicationsliketheseshowcasethevalueplacedbylibrariesonstayinguptodatewithnewtechnologiesandtechnologytrends.Suchnewtechnologiesareoftenofferedasservicesinlibrarypublicspaces.Publiccomputing,self-checkoutmachines,digitalsignage,andtechnologyequipmentcheckout(e.g.iPads,laptops,audio/videoequipment)areubiquitous(ClarkandPalmer2005;Bertot2009).Somelibrariesalsosupportmorespecializedservicessuchasmakerspaces(sometimescalledhacklabs)withcomputers,3Dprinters,andaudio/videocaptureandeditingtools(Moorefield-Lang2015;MeyerandFourie2015;Willett2016);largedisplaywallsfordatavisualization,dataanalysis,presentations,events,andteaching(Brosz,Rashleigh,andBoyer2015);andaugmentedorvirtualrealityequipment(vanArnhem,Elliott,andRose2018).Accompanyingthesenewtechnologyservicesareanewsetofchallengesforbothlibraryusersandlibraryemployees.First,thereareimplicationsforuserprivacy.Networkedtechnologiessuchascloud-basedservicesandlibrarywebsitesmaytrackusersorotherwisecollectuserdata(KritikosandZimmer2017;O’Brienetal.2018)andphysicaltechnologiessuchasRFIDtechnology,laptops,scanners,andself-checkoutmachinesposechallengesregardingdataandnetworksecurity,workstationsecurity,andintellectualproperty(NicholsHess,LaPorte-Fiori,andEngwall2015;Ferguson,Thornley,andGibb2015).During2015-2016,theIntellectualFreedomCommitteeoftheAmericanLibrary

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Association(ALA)producedguidelinesdocuments(ALA2016b)andprivacychecklists(ALA2016a)tosupportpatronprivacyinlibraries,includingintheareasofE-bookLendingandDigitalContentVendors;DataExchangeBetweenNetworkedDevicesandServices;PublicAccessComputersandNetworks;LibraryWebsites,OPACs,andDiscoveryServices;andLibraryManagementSystems.Theseguidelinesandchecklistsprovideactionableadvicetolibrariesimplementingnewtechnologies,coveringtopicssuchasprivacypolicies,accesscontrol,anddatacollection.Second,newtechnologiesinthelibraryrequirespecializedtrainingforbothusersandlibraryemployees.Inorderforanewtechnologyservicetobesuccessful,bothlibraryemployeesandlibraryusersneedtounderstandthepurposeandbenefitofthetechnology,andtheymustknowhowtousetheservice(Deissleretal.2015;Moorefield-Lang2015;Brownetal.2017).Inadditiontotraining,newpoliciesandrulesmustbeimplementedandcommunicatedtopatrons.Lastly,newtechnologiesdon’texistinavacuum—theymustbeintegratedintoacomplexecosystemofexistinglibraryservices(MarquezandDowney2015a;Marquez,Downey,andClement2015,141).Serviceblueprintingcanbeusedwhenimplementingnewtechnologyservicestohighlightthebroadercontextofinterconnectedservices,andtoinvestigatehownewservicescomplementorcontrastwithexistingones.Inthecasestudysectionbelow,wecompleteaserviceblueprint,demonstratinganddiscussingitsusefulnessforlibrarytechnology.

ServiceBlueprintinginPractice

CreatingandIteratingaBlueprint

Weappliedtheserviceblueprintingtechniquetoanewly-implementeddisplaywallinourlibraryspace.Thedisplaywallserviceandtheimmediatespaceitoccupiescantakeonvariousconfigurations.Attimes,thedisplaywallcanbeconfiguredforactivitiessuchasgrouppresentations(Figure2);atothertimes,itcaninamoredormantstate,withcasualseating(Figure3).

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Figure2.TheLibrary’sdisplaywall,withdisplaywallactivatedandfurniturearrangedforapresentation.

Figure3.TheLibrary’sdisplaywall,withdisplaywallunactivatedandfurniturearrangedforcasualseating

andstanchiontoprotectscreenfromdamage.

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Ourdisplaywallwasinstalledinahigh-trafficareaonthefirstfloorofthelibrary,soastoeasilyshowcaseitspresenceandconnecttheservicetoourusercommunity.Thedisplaywallwaspurchasedwithstudent-orientedtechnologyfundsinpartnershipwithouruniversityinformationtechnology(IT).Thedisplaywallprovidedanopportunitytointroduceadvancedtechnologytoourusercommunities.Atthesametime,thenewdisplaywallintroducedabroadsetofquestionsrelatedtoitsoperationandintegrationwithotherexistingservicesandstaffingmodels:Whoisprimarilyresponsibleforthisnewservice?Whoshouldstaffthedisplaywall?Willusersknowhowtointeractwiththedisplaywall?Howshouldthefurniturebearranged?Whatkindofsignageshouldbepresent?Whatnewtechnologysystemsneedstobemaintainedsothatthedisplaywallcanfunctionproperly?Howdodifferentlibrarydepartments—publicservices,technologystaff,administration—interrelateindeliveringtheservicetousers?Weidentifiedtheserviceblueprintasausefultoolforansweringtheseandotherquestionsrelatingtotheoperationofthedisplaywallservice.Todate,wehavecreatedthreeversionsofaserviceblueprintforourdisplaywall.Eachversionwascreatedatadifferentpointintimethroughoutthelifeoftheservice.Thisiterativeapproachhasallowedustoreviewandanalyzechangestotheserviceovertime,whichhelpsensurethattheserviceoperatesproperlyinresponsetocontinualchangesintechnology,staffing,space,andotherrelatedservices.Thesectionsbelowdiscussthethreeversionsofourserviceblueprint.

Blueprint:Version1

Tocreateourfirstblueprint,agroupof15librarystaffconductedadesignworkshoponserviceblueprintinginApril2017.Asistypicalforcreatingaserviceblueprinting,noend-usersparticipatedintheworkshop.Theworkshopwasfacilitatedbymembersofthelibrarystaffwhohaveabackgroundinservicedesign,usingdescriptionsavailablefromtheLearningSpaceToolkitwebsiteservingasanintroductiontothetool.1Participantsworkedinsmallgroupsof4-6todesignablueprint.Tocompletetheblueprint,participantsdocumentedfiveoperationalservicesegmentsofthedisplaywall:physicalevidence,useractions,front-linestaffactions,behind-the-scenesstaffactions,andsupportinfrastructureandsystems.Thestructureoftheserviceblueprintguidedparticipantdiscussionsandcontributions.Discreetcomponentsoftheserviceweredocumentedonstickynotesandaddedtoaposter-sizedserviceblueprinttemplate(Figure4).

1LearningSpacesToolkit,aresourcesfordesigningandsustainingtechnology-richinformallearningspaces.https://learningspacetoolkit.org/services-and-support/service-blueprint/

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Figure4.Serviceblueprint,Version1.Librarystaffcompletedtheblueprintaccordingtothefiveoperationalcomponentsoftheservice:physicalevidence,useraction,front-linestaffaction,behind-the-scenesstaff

actions,andsupportinfrastructureandsystems.

Thisdisplaywallblueprintrepresentsaconceptualmodeloftheserviceoperation,showingthesequenceofstepstakenbyauserinlocatingandusingtheservice.Asweconceptualizetheuserinteractingwiththeservice,eachstepissequentiallyrecordedaccordingtothefivekeyservicesegments.Forexample,theworkshopparticipantsnotedthatthefirstuseractionisto“enterthelibrary.”Concurrentlywiththisuseraction,thegroupidentifiedthatthefront-linestaffactionwouldbecenteredaroundourmainservicepoint,the“servicedesk,”andthatthephysicalevidenceatthispointwouldbethelibrary’s“lobby.”Atthesametime,thebehind-the-scenesstaffactionswouldbea“staffawareness”oftheuser.Workshopparticipantscompletedtheblueprintbyidentifyingeachcomponentpartoftheoperationofthedisplaywallastheuserandtheserviceflowforwardthroughtime.Thisversionoftheblueprintrepresentsthethen-currentoperationoftheservice.Byprovidingavisualmapoftheservice,theblueprintallowedustoidentifyspecificpointsofimprovementfortheservice.Version2,whichwillbedescribedinthefollowingsection,

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representsanupdatedblueprintthatincludesnewinsightsandimprovementsintheoperationoftheservice.

Blueprint:Version2

Tocreatethesecondversionoftheblueprint,wepresentedourversion1blueprinttoastakeholdergroupconsistingofuniversityinformationtechnology(IT)andlibrarystaffwhosupportthedisplaywall.Inameetingscheduledafewweeksfollowingourfirstblueprintingworkshop,wediscussedtheinsightsthatemergedfromthefirstblueprint,andaddednewideasontopofthefirstblueprintusingnewstickynotes.Figure5showsarepresentationofoursecondblueprint;notesoutlinedinboldshownewideasforserviceimprovementsthatcameforwardduringourversion2session.Ideasforimprovementsincludednewinstructionsforusingthedisplaywall,atroubleshootingguide,areservationapplication,identifyingakeycontactperson,activatingeye-catchingscreensavers,andconnectinguserswithahelpticketingsystem.

Figure5.Serviceblueprint,Version2.Stickynotesoutlinedinboldrepresentideasforserviceimprovement

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Asanexampleofourprocess,thegrouprecognizedthroughourblueprintdiscussionsthatthephysicalevidenceauserencounterswhenapproachingtheserviceis“emptybookshelves”thatareadjacenttothedisplaywall.Thispartoftheservicedesignwasoverlookedinourinitialimplementationoftheservice.Inresponse,thegroupdevelopedtheideatocreatea“datavizbookdisplay”asanewelementofphysicalevidenceforuserstoseeandengagewith.Tohelpputthisideaintopractice,wewouldcoordinatewithourlibrary’s“displaycommittee”asabehind-the-scenesstaffaction,whichwouldresultinnewsupportinfrastructureintheformof“relevantbooksonshelf.”Thesecondversionofourblueprintallowedourstakeholdergrouptoseeandtalkthroughtheoperationalflowofthenewdisplaywallservice.Thisdialoguehighlightedthestrengthsoftheservice—andalsothepainpointsforusersandsupportstaff.Followingoursecondversion,manyoftheblueprintinsightswereputintopracticetoimproveourdisplaywallservice.Weprovideanin-depthdiscussionofourfirsttwoserviceblueprintsinapreviousarticle[referenceblindedforreview].Weexpandonourserviceblueprintingprocessbelow,demonstratingtheusefulnessoftheblueprintasaniterativetoolfordesigningservicesovertime.

Blueprint:Version3

Twoyearsafterthecreationofthesecondblueprint,werecognizedthatthedisplaywalltechnologyhadchangedanditsserviceoperationhasevolved.Forexample,thelibraryhasrecentlyacquiredavirtualrealityheadsetthatcanbeusedwiththedisplaywall—buthowdoesthisnewtechnologyserviceinteractwithourexistingdisplaywalltechnology,andwhatisthenecessarystaffingmodeltosupporttheservice?Infact,staffturnoverandtraininghasbeenanongoingchallengeforthedisplaywall,andwelookedtoarefreshedblueprintasawaytoprovideanup-to-date,holisticviewofstaffingneedsacrossdepartments.Inthetimesincewefirstlaunchedthedisplaywall,wehavealsointroducednewtypesofpresentationsandworkshopsbasedonthetechnology,includingaspeakerseries,anarthistoryexhibitionandrelaxationandde-stressprogramming.Thesenewfunctionsareapartoftheevolvingdisplaywallservice,yetit’snotfullyclearhowbesttobringthesefunctionstogethercoherently.Alsounresolvedisthequestionoffurniture,includingtherightmixtureoftables,chairs,andmovablewallsthatprovidesemi-enclosedspacewhileusingthedisplaywall.Finally,librarystaffhavetakenovermoremanagementofthesystem,movingawayfromrelianceonaspecializeduserinterfaceoriginallyproposedbyuniversityIT,ontoamorewidelyunderstoodtypicalWindowsinterface.Inthefaceofthesechangesandchallenges,weturnedbacktoblueprintingtohelpilluminatetheserviceoperation.InJanuary2019,weorganizedanewworkshopwithdisplaywallstakeholdersfromacrossthelibraryanduniversityITwiththegoalofcreatingathirdblueprintthatcapturesthecurrentoperationoftheservice.Similartotheworkshopthatledtothecreationofourfirst

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blueprint,thisworkshopwasfacilitatedbyalibrarystaffmemberwithknowledgeandexperiencewiththeservicedesignmindsetandmethodology(MarquezandDowney2015b).Theworkshopwasattendedby12staffmembers,whowereorganizedintothreesmallgroupsof4participantseach.Attheconclusionofthe75-minuteworkshop,participantshadco-createdthreedifferentversionsoftheblueprint.Thesmall-groupstructureprovedvaluable,inthatitallowedfordifferentideastocomeforwardfromdifferentpartsoftheorganization,therebydemonstratingdifferentviewpointsandknowledgegapsofvariousstaff.Figure6showsoneofourversion3blueprints.

Figure6.Version3ServiceBlueprint,withcolorcodingacrossdifferentservicesegments.Inthisversion,

orangenotes(outlinedinbold)indicatequestionsorideasforimprovements.

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Inthisthirdround,wealsointroducedatwosubtlebutmeaningfulrevisionstotheserviceblueprintingprocess.First,wereorderedthefirsttwoservicecomponentssothat“useraction”appearedabove“physicalevidence,”thuspresentingtheblueprintinamorelogicalorder—firstaccountingfortheuseractionandthenrecordingthephysicallayoutofthespace.Next,inadditiontoemployingadifferentcolorofnotetocompleteeachservicecomponent(aswehadforthefirsttwoversions)wealsoaskedparticipantstorecordquestionsandnewideasforimprovementsusingauniquecolorofnote.Figure6showsthesenotesinorange(outlinedinbold).Usingauniquecolorforquestionsandnewideasaidedourin-workshopdiscussionandpost-workshopanalysis.Followingthecompletionoftheworkshop,thefacilitatorcollaboratedwithasub-groupofdisplaywallstakeholderstoanalyzeandsynthesizetheblueprintsproducedbythethreesmallgroups.Wediscussbelowtheresultsofthisanalysisandtheserviceimpactofourthirdroundofblueprinting.

ServiceBlueprinting:ResultsandImpact

Inourthirdroundofblueprinting,participantsintheblueprintingworkshoppresentedavarietyofperspectives.Thesectionsbelowoutlinethemajorthemesthatemergedfromtheseconversations,howtheseideasinformoperations,howserviceblueprintingbringstogetherdifferentperspectivesforsharedawarenessandunderstanding,andhowserviceblueprintingcontinuestobeausefultoolasservicesevolve.

Themesandneeds

Themesthatarosefromthethirdserviceblueprintingexercisewerelargelyexpectedastheseweresimilarthemesfrompreviousserviceblueprintingexercises.But,sinceourpreviousserviceblueprinting,weaddedvirtualrealityequipmentandsoftwaretooursetup.Also,becausewearenotrequiringuserstogothroughtheSageinterfacetousethesystem,insteadrelyingonaWindowsdesktopasthedefaultinterface,theusermanualandtrainingarenotreflectiveofcurrentpractices.Thesetwochangeshighlightareasofconcernandneedtobeaddressedwiththedisplaywallanditsuse.Theneedsareitalicizedwithaneedtagtoindicatethatcategorization.Thefollowingprovidesacomprehensivelistoftheneedswhicharoseforeachservicesegment,derivedfromtheblueprintscreatedduringourversionthreeworkshop.

ServiceandUserActions:

● Reservethesystem● Walkuptodesktousewithoutapriorreservation

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● Checkoutequipment● Navigatetheinterface● Givereferralstootherstousedisplaywall● Readposters/handouts● Useasjustaregularcomputer● Usevirtualreality● Readinstructionmanual● Payfinesifreturnofequipmentislate

PhysicalEvidence:

● Bigblackscreenswhensystemisnotactive● Excitingimages,suchasnature,whensystemisactive● Otherpeopleusingthesystem● Servicedesk● Materialsforcheckout(keyboard,virtualrealityequipment)● Chairs● Reservationsoftware● Website● Instructionmanual● Need:Updatedinstructions● Need:Clearwaytoknowifit’savailableandhowtoreserve● Need:Moreprivacy-perhapsmovablewallsforalittlelessout-in-theopenfeeling● Need:Moreon-screencontentwhensystemisn’tbeingused● Need:Asmuchtobeautomatedaspossibleforsystemuse● Need:New,bettersignageandhandouts● Need:Tohaveuserssigntechagreementtocheckoutmaterials● Need:ToaddressAmericanDisabilitiesActcomplianceornon-compliancein

documentation● Need:Webcamandsoundforvirtualconferencing

Front-LineStaffActions:

● Assistwithorientationandtroubleshooting● Checkoutequipmenttousers● Answerquestionsaboutuse● Checkingreservations● Trainstudentassistantsonuseofsystem● Askpeopleusingsystemtofinishifsomeonewithareservationneedstouseit● Referralsfortroubleshooting

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● Referralsforvirtualreality● Need:Trainingforvirtualrealityuse● Need:Trainingonuseofequipment

Behind-the-ScenesStaffActions:

● Desktopsoftwaremaintenance● Workstationbackups● GettingPowerPointpresentationstodisplayproperlyforlibraryevents● Sageupdatingandservermaintenance● Updatinginstructionmanual● Trainingstaff● Chargevirtualrealityequipmentbatteriesbetweenuses● Storeequipmentbehindthelibraryservicedesk● Need:Makealistofallvirtualrealityprogramsandpostinmanualandonwebsite● Need:virtualrealitycontentcurationandcollectionpolicy● Need:Createrecordinthelibrarymanagementsystemforequipment● Need:Inventorylistfromthelibrarytechnologydepartmentwithpricesfor

replacement● Need:Toclarifywhocould/shouldcreatedisplaycontent

SupportInfrastructureandSystems:

● Physicalcomputer● Userauthorization/access● Sagestack,auto-load,server● TechnicaldocumentationofSage● Usermanual● Regularbatterycharging● Reservationsystem● Placestanchionsforscreenprotection● Need:Decideanddesignatewhoturnssystemon/off● Need:Placetoreportproblems● Need:Maintenance:Cleankeyboardsandvirtualrealityequipmentandscreens● Need:Trainingopportunitiesforusers

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NewServiceOperationsandImprovementsfortheDisplayWall

Followingtheserviceblueprintingexercise,thedatawereanalyzedforthemesandideas,asoutlinedintheprevioussection.Fromthere,needsandsuggestionswereaddressedwhereimmediatelypossibleandotherideasremainonthetableforfutureconsideration.

StaffTrainingandCross-training

Withallofthechangestothedisplaywallsincethelastserviceblueprintingexerciseandwithstaffturnover,stafftrainingandcross-trainingpresenteditselfasanobviousneed.Libraryadministrationstaffweremostfamiliarwiththebasicsofgettingthesystemupandrunningandlibrarytechnologystaffweremostfamiliarwithtroubleshootingproblemsandwithusingthevirtualrealitysoftwareandhardware.Thesegroupsteamedtogethertodocrosstrainingwithservicedeskstaffwhohavetomanagecheckoutofmaterialsandhelpuserswithbasicquestions.Whilethesystemisintendedtobeself-guidedusinginstructionsintheusermanual,librarytechnologystaffareavailabletoassistuserswithmorecomplexneedsiftheymakeanappointment.

UpdatedUserManualandSchedulingSoftware

TheusermanualcreatedfromthepreviousserviceblueprintingexercisewasalreadyoutdatedwithanemphasisonusingtheSagesoftwareandnomentionofusingthesystemasatypicalWindowsinterface.Also,therewerenoinstructionsonhowtousethevirtualrealitysoftware.Libraryadministrationstaffwhoregularlyusethesystemforslideshowsandotherdisplaysupdatedtheinstructionsonusingthesystem,howtomakeoneapplicationappearacrossallfourscreens,andotherbasicusesandlibrarytechnologystaffaddedavirtualrealitysectiontothemanual.Themanualwastestedforclarityandcomprehensivenessduringstafftraining.Wealsoimplementedschedulingsoftwareforthedisplaywallarea.Userscanreservethedisplaywallfortwo-hours(renewableonce),andrelatedequipment(suchaskeyboard,mouse,andvirtualrealityheadset)canbecheckedoutfromtheservicedeskforthesametimeperiod.

VirtualReality

Inadditiontothetrainingandupdatedmanualforusingthedisplaywallforvirtualreality,therewereotherlogisticsaddressforthatsystem.Thevariouspiecesforvirtualrealitythatuserscheckoutfromtheservicedeskwereprocessedbystafftoincludelabeling,barcoding,andaformallocationwherevirtualrealitybatteriescanberecharged.Theseitemswereaddedtoourintegratedlibrarysystemandareplacementcostlistwascreatedtochargeusersincaseoflossorlackofreturn.Servicedeskstaffcleananddisinfectthevirtualrealityhardwareeachtimeitisreturned,astheydowithallofourcirculatingtechnologies.Awebpagewithalistofallvirtualrealitysoftwarewasaddedtothedisplay

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wallwebpagealongwithausagepolicy.Oneremaininggoalistosetacollectiondevelopmentpolicyforthevirtualrealitysoftwareandtodecidewhoisinchargeofcontentcuration.Currently,librarytechnologystaffmanagethesoftwarepurchaseandinstallation,butit’sunclearifthisarrangementmakessenseinthelongterm.

SoftwareComplexityandStaffingModel

OneparticipantfromuniversityITisfamiliarwiththeSagesoftware2originallyproposedasthemaininterfaceforthedisplaywallandwhichisusedonsimilarsetupsatotherlibraries.TheSagesoftwareallowsfordesktopsharingandvideoconferencingcapabilitieswithlargedatasetsandvisualizations.Asahighly-configurableandhighly-specializedtechnology,however,itcanbedifficultforuserstooperateandstafftotroubleshoot.TheparticipantfromuniversityITseesalotofpotentialforthissoftware,whileothersweredisinclinedtouseitbecauseofitssteeplearningcurveandfrequenttroubleshootingrequirements.Asaresult,theparticipantfromuniversityIT’sgroupwastheonlyonetobringupideasaroundhowtomanagetheuseofSage.WhileSagecanbeusedbythosefewpeoplefamiliarwiththesystem,itisnotatechnologythatthelibraryhastheexpertiseorbandwidthtopromoteandsupport.Ourexperiencedemonstratedtousthatadisplaywallserviceneedn’tbeoperatedwithaspecializedsoftwaresuchasSage.Ontheonehand,thedisplaywallcouldbeoperatedwithhigh-performancesoftware,butsuchsoftwareisthendependantonhighly-trainedandreadily-availablestafftooperateandtroubleshoot.Ontheotherhand,ourdisplaywallcouldalsobeoperatedwithamoreaccessibleandeasily-supportedsoftwaresuchasWindows,whichthenprovidesmoredirectandregularaccesstothedisplaywallforagreaternumberofstaffanduserswithlittletonouserinstructionneeded.

EvolvingStewardshipoftheTechnology

Initially,thedisplaywallwasmaintainedbyuniversityIT.AllbutonestafffromuniversityIThavebeenpulledintootherprojectsresponsibilitiesandownershipofthesystemhasbeenlargelyassumedbylibraryemployees.TheshiftawayfromusingtheSagesoftwaretorelyingonatypicalpublicWindowssetuphasmadeiteasiertoexplorethesystemandmaintainit.Librarytechnologystaffhavebeentheprimarycaretakersofthesystem,butlibraryadministrationofficestaffhavetakenonthespaceasaplacetodoslideshowsanddisplaysaboutlibraryevents.Instructionlibrarianshavefoundthespaceusefulfordoingtechnology-focusedworkshopssuchasuseofspecializedsoftwareandresources(e.g.EndNote,R,librarydatabases).Asaresultofthesenewvarioususesandtechnologies,ownershiphasevolvedintoagroupmodelwheredifferentdepartmentsmanagedifferentaspectsofthesystem(signage,software/hardwareupdates,circulationpolicies,etc.).Theversion3blueprintexercisehighlightedthechangessinceversions1and2,andallowed

2 SAGE2: Scalable Amplified Group Environment. http://sage2.sagecommons.org

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thegrouptoshareideasabouttheirrespectiveareasof“ownership.”Asseeninthemostrecentserviceblueprintingexercise,thereisadesireamongmanylibraryemployeestohavethesystemalwaysturnedonanddisplayingcontentwhenthesystemisnotinuse,inordertomakethesystemmorevisibleanduseful.Nopersonordepartmenthasbeentaskedorhastakenresponsibilityforthisideaanditseemscurrentlyuntenabletoaddtoadailyroutinesforanyindividualorgroup.

PhysicalSpaces

Inthetimebetweenthecreationofthesecondandthirdversionofourdisplaywallblueprint,weintroducedadjustableheightstoolstothephysicalspacearoundthedisplaywall(asseeninFigure3)andcolorfulchairswerepurchasedforthedisplaywallareaandplacedinfrontofthedisplay.Withspaceatapremiumatthelibrary,wefoundthatthesechairsandstoolstendedtogetmovedtootherspacesonthelibrary’sfirstfloorandthattableswouldgetmovedinfrontofthedisplaywall.Also,whenitwasnotturnedon,studentswouldpropitemslikebackpacksagainstthedisplaywall.Unfortunately,oneofthecolorfulchairsendeduptooclosetothedisplaywall,falling,andbreakingoneofthescreens.Whilethatmodelwasnolongermanufactured,weinstalledanewmonitorwhichwasasame-sizemodelfromthesamemanufacturer.Fortunately,wewereabletoadjustthelightingandcontrasttoresembletheotherthreemonitors.Toprotectthemonitors,weboughtstanchionstoplaceinfrontofthedisplaywallwhennotinuse.Also,weputawaythecolorfulchairsandonlybringthemoutforeventswithlargenumbersofparticipants.Theadjustablestoolsremainavailableforeverydayuseofthedisplaywall.Libraryadministrationstaffupdatedthesignagebythedisplaywalltoexplainwheretoreservethesystemandcheckouttherelatedequipment.Awhiteboardwasaddedtoallowpeopletomakenotationsnexttothedisplaywallaswenoticedmobilewhiteboardsbeingmovedbystudentsintothatarea.Anotherideathatisbeingexploredthatwasraisedthroughserviceblueprintingistoaddmovablewallswithglasspanelsatthetop.Thisarrangementwouldsignalthatthespaceisdesignatedforthedisplaywall,andwouldgiveusersofthevirtualrealitysoftwaremoreprivacy,whilestillallowingotheruserstoseethatthedisplaywallisavailableasaservice.

DiscussionandRecommendationsforCreatingServiceBlueprints

Overthecourseofthreeroundsofblueprinting,ourgrouplearnedseverallessonsforsuccessfullyfacilitatingandapplyingablueprint,whichwediscussbelow.

ApplicationoftheBlueprintforNewTechnologyServices

Blueprintingisappropriateforanylibraryservice.Andfortechnologyservicesspecifically,ablueprintcanbeespeciallyvaluableinlightofthecomplexityandnoveltyoftoday’s

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technologies.Inourcase,anewvisualizationdisplaywallwasinfactquitecomplex,drawingtogetherstaffandsystemsnotonlyfrommultiplelibrarydepartments,butalsofromuniversityIT.Intermsofnovelty,thedisplaywalldiscussedinthisarticlewasourfirstsuchtechnology,andwe’vesinceintroducedadditionalnewtechnologieslikevirtualrealityhardwareandsoftwarethatworksinconjunctionwiththedisplaywall.Theblueprintprovedtobeavaluabletoolforrevealingtheinterconnectednessofourvariousstaff,systems,andservicesaroundthisnewandchallengingtechnologyservice.Ourblueprintingprocessproducednewimprovementsthathaveledtoamorecoherentandeffectiveoperationofourdisplaywallservice,ultimatelyenhancingstaffanduserexperiencesofthedisplaywall.

FacilitationoftheProcess

Facilitatingtheprocessofcreatingablueprintwillhelpensureausefulandusableproduct.Thefirststepistoassemblerepresentativesfromthedifferentstakeholdergroupsthatsupporttheserviceinquestion.Ablueprintcertainlycouldbecreatedbyasingleauthor,butinourexperience,acollaborative,cross-departmentalco-authorshipleadstovaluableinsightsfortheserviceandconnectionsamongtheserviceproviders.Inpreparingforourserviceblueprintingworkshop,weadaptedanestablishedtemplatefromtheLearningSpaceToolkit.3Wethenprintedblankblueprinttemplatesonalarge-scaleprinter,sothattheblueprinttemplatecouldbeattachedtoawall.Thisallowsforworkshopparticipantstoeasilymovearoundtoplacetheirownnotesandtoviewthenotesofothers.Wefoundthatsmallgroupsofthreeorfourledtoeffectiveideagenerationandknowledgeexchangeamongallparticipants.Tobeginourworkshop,weframedtheactivitybyprovidingabriefoverviewofservicedesignandserviceblueprinting,andwewereintentionalintellingparticipantshowtheireffortswouldtranslateintoimprovedanimprovedserviceforthemselvesandourusers.

ServiceBlueprintingasaDialogingDeviceAmongStakeholders

Serviceblueprintingishelpfulinsituatingaservicewithinthebroaderandinterconnectedserviceecosystem.Inaddition,theactofco-creatingaserviceblueprintwithdiversestaffcanshowcasetheinterconnectednessofthepeoplewhosupportlibraryservices.Inthisway,serviceblueprintingcansurfacecommonquestionsandprovideasharedpointofreferenceforconversationanddialogue.Practicallyandconcretely,blueprintingraisesthe“needtoknow”questionsandanswersforstaffoneachdepartment.Thisprocessdemonstrateswhereeffortandresourcesareduplicated,andinwhichdirectionresourcesneedtobereallocatedinordertoensuretheproperoperationoftheservice.Furthermore,

3LearningSpacesToolkit,aresourcesfordesigningandsustainingtechnology-richinformallearningspaces.https://learningspacetoolkit.org/services-and-support/service-blueprint/

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blueprintinghelpedourstaffidentifyandtriageproblems,andtosetgoalsforimplementingthemanyideasforserviceimprovementsthatemergedthroughtheprocess.

Ethics,Participation,andPrivacy

Servicedesignoffersaframeworkfornewtypesanddegreesofparticipationamongdifferentstakeholders.Asaresult,servicedesignactivitieslikeserviceblueprintingbenefitfromanattunementtopowerdynamics,fairness,equity,andotherethicalconsiderationofparticipation,includingtime,effort,andrepresentationinafinalco-createdproductorpolicy(Buchanan,Junginger,andTerrey2017;Collins,Cook,andChoukeir2017).Withinthecontextoftechnology,anynewtechnologyhasimplicationsforprivacyanddatasecurity,and“asanempathetic,user-centeredmethodology,servicedesignoffersanethicaltoolsetforlibraries”(Drew2018).Serviceblueprintinginparticularcanfunctionasacomplementtoethicalframeworks(Sandler2014;Ferguson,Thornley,andGibb2016)andprivacyguidelines(ALA2016b,2016a)byencouraginglibraryemployeestoevaluateprivacyandethicsateachstepoftheoperation.Libraryemployeescanusetheblueprinttoasksuchquestionsas:Whenusersencountertheservice,whatethicalquestionsarise?Wheremightuserprivacybeatrisk?Whatmightbethepositiveandnegativeethicaloutcomesoftheservice,andhowcanlibraryemployeesaddresstheseoutcomes?

ServiceBlueprintingasanIterativeProcess

Asdemonstratedanddescribedaboveinourcasestudy,theserviceblueprintcanberevisitedandrevisedovertimeastheserviceitselfchangesandevolves.Inthisway,theserviceblueprintismorethanasinglesnapshotintime.Itcanserveasalivingdocumentthatreflectsthegrowthandchangeofthelibrary(MarquezandDowney2017).Wecreated3blueprintsover2yearsforasingleservice,andeachtimetheblueprintitselfrevealedthechangingnatureoftechnology,libraryservices,librarystaffing,andtheintertwinedandever-evolvingrelationsamongallpartsinthelibraryecosystem.

Onetoolamongmany

Theserviceblueprintprovidesoneviewintoaservice.Greaterinsightscanbedevelopedwhentheserviceblueprintisusedincomplementwithotherrelatedservicedesigntools.Journeymapping,userinterviews,ecologymaps,andmobileethnographiesarejustafewexamplesofrelateddesignapproachesthatcancomplementaserviceblueprint(SchmidtandEtches2014;MarquezandDowney2016).

AdvocatingfortheBlueprint

Justasalibraryserviceisembeddedwithinacomplex,interconnectedlibraryecosystem,sotooistheblueprintitselfonepartofalargersystemofdecision-makingwithinalibrary.Theblueprint—liketheserviceitrepresents—doesnotexistinavacuum.Thelonger-term

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usefulnessofablueprintreliesonclearcommunicationandbuy-inwiththelibraryorganizationandespeciallytheleadershipteam.Weseetwoprimarystrategiesforensuringthattheinsightsandideasofblueprintingareabletofindimplementation.First,amemberofthelibrary’sleadershipteamand/orthosewhoareaccountablefortheserviceshouldparticipateinthecreationoftheblueprintitself.Thiscanhelpestablishanadvocatefortheblueprint,whocanthencarryforwardtherecommendationsforimprovementathigherlevelsintheorganization.Second,theblueprintingteamcancommunicatewidelyabouttheprocessandproductoftheblueprintingexercise,andhelpdirectotherstotheblueprintandasummaryofitsrecommendations.

Conclusion

Theblueprintisanadaptable,usefultoolfordesigning,assessing,andimprovinglibraryservices.Inourcase,weappliedtheserviceblueprintoverthreeiterationstoanewvisualizationdisplaywall.Thecollaborativeprocessofcreatingtheblueprintgeneratednewinsightsabouttheevolvingoperationoftheservice,andalsoledtorealserviceimprovementsforourusers.Theblueprintalsoservedasademonstrationoftheinterconnectednessofourstaff,services,technologies,andpeople.Ourblueprintsofoneservicerevealedthefullnessandcomplexityofourmultifacetedlibraryecosystem.Insum,werecommendthatotherlibrariesconsiderapplyingblueprintingandotherservicedesignmethodsfortheirownservices,withaviewtowardsassessingandimprovingstaffanduserexperiences.

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