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Climbing to the top • 2
The mountain guide as a metaphor in service design
Photo by Damir Spanic on Unsplash
Metaphors can be used to explain abstract concepts by identifying hidden similarities between two unrelated entities. What can we learn about service design by comparing the certified mountain guide with the seasoned service designer?
In this blog post, I will highlight the final three similarities between the certified mountain guide and the seasoned service designer:
Utilizing tools to tackle complex problems
Simplifying and de-stressing the experience
Committing to life-long learning and continuous improvement
The first two similarities (Planning and thinking ahead, and Managing and mitigating risk) are covered in the previous blog post.
3. Utilizing tools to tackle complex problems
Before each tour, the mountain guide assembles a bespoke toolbox to tackle specific problems that will or may occur. Tools include climbing gear (ropes, slings, carabiners, quickdraws, etc.), climbing techniques, and fall-protection systems. Individual tools may not be that hard to learn, but it takes plenty of knowledge, practice, and experience to know which tool or tools to use in specific situations.
During the tour, the guide will identify viable solutions for the situation at hand and find the best possible one by weighing arguments for and against. Some solutions may create new problems ‘further down the road,’ and some situations may lack satisfactory solutions altogether.
Furthermore, most problems addressed in innovation projects are by their very nature wicked (complex, ambiguous, interconnected, unstable, etc.), which means it is inherently challenging for the team to truly understand the solution space and to fully explore the solution space.*
* See Buchanan (1992) for a solid overview of Rittel’s wicked problem approach (in the context of design thinking)
4. Simplifying and de-stressing the experience
Mountain guides appreciate how important the climbing experience is for clients (who are spending good money and valuable vacation time). The emotional job of the guide is to simplify, de-stress, and augment the experience as much as possible, especially for inexperienced climbers.
Acting as instructors, teachers, and trainers, mountain guides devise courses of action, give concise instructions, test for understanding, and provide encouragement to make the climbing experience easier, smoother, faster, and safer for everyone. This puts less pressure on the climbers and makes the experience more enjoyable.
5. Committing to life-long learning and continuous improvement
Elite fitness levels. Genuine passion for mountaineering and mountain climbing. Years of dedication to the craft. Commitment to life-long learning and continuous improvement. A rigorous certification process that may take years to complete. Becoming a certified mountain guide is certainly no walk in the park.
Mountain guides need to master and balance three types of skills (imbalances may have grave consequences in unforgiving settings):
Physical skills – strength, power, endurance, mobility, balance, etc.
Technical skills – bouldering, sport climbing, traditional climbing, ice climbing, resort skiing, Nordic skiing, backcountry skiing, endurance running, snowmobiling, orienteering, weather-map reading, medical training, self-rescue skills, gear repair, etc.
Psychological skills – performing at your best under intense stress; exercising sound judgment in critical situations; communicating and instructing effectively under pressure; managing expectations, fears, hopes, and desires (yours as well as others); exercising patience (especially with others); eliminating/avoiding individual and team biases (that will cloud judgment and dim perceptions of risk); etc.
To become the best of the best, mountain guides believe in life-long learning and continuous improvement. They are always looking for ways to move faster and safer by simplifying things, cutting out unnecessary steps, removing fancy/unnecessary devices, and reducing weight (‘lightness’). They stay on top of innovative technologies and techniques, experiment with tools, read books, attend clinics/workshops, and learn from fellow climbers and guides.
In service design, it takes comprehensive knowledge, a considerable amount of concentrated practice, and a commitment to continuous learning to fully:
- master the rather extensive toolbox for people-centered research, service innovation, design thinking, HCD, UX, agile, etc.
- master the distinct flavors or genres of service design projects (growth/disruption, customer excellence, employee engagement, operational excellence, ethical circularity, etc.)
- master the idiosyncrasies and intricacies of specific service sectors (healthcare, energy, hospitality, retail, etc.)
- master the process to drive innovation and tackle wicked problems in complex organizations and ecosystems
- master both upstream and downstream projects equally well (upstream = exploring, envisioning, strategizing, conceptualizing; downstream = designing, building, piloting, launching, refining)
- master the art and science of empowering multi-disciplinary teams, co-creating with clients and other stakeholders, and transferring designerly ways of working
Pros and cons
Just like any metaphor, the mountain guide puts the spotlight on certain aspects of thinking and working as a service designer (and neglects or downplays others).
Advantages
Highlights the roles seasoned service designers can perform in projects (guide, facilitator, instructor, teacher, and trainer)
Highlights the need to carefully plan and prepare projects before kick-off
Highlights the importance of constantly identifying, assessing, prioritizing, and mitigating risks during projects
Highlights the importance of assembling the right toolbox to solve complex (wicked) problems
Highlights the need to simplify, de-stress, and augment the experience, especially for inexperienced clients and team members
Highlights the extensive technical and psychological skills required to become masterful
Highlights the commitment to life-long learning and continuous learning
Disadvantages
Does not stress the value of teamwork, open communication, adaptability, self-management, co-creation, diversity, non-hierarchical structures, continuous feedback, retrospectives, etc. (here the metaphor of a high-performing team of experienced climbers would be more apt)
References
Gladwell, M. (2008). Outliers. The story of success. Little, Brown and Company.
SDN. (2020). SDN Accreditation Programme for service design professionals and masters.
In terms of mountain climbing and mountain guides (two topics I admittedly knew precious little about before collecting my thoughts), I leaned heavily on The Mountain Guide Manual by Marc Chauvin and Rob Coppolillo. I am also indebted to several blogs and websites about mountaineering in general and mountain guides in particular.
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Climbing to the top • 1
The mountain guide as a metaphor in service design
Photo by Damir Spanic on Unsplash
Metaphors can be used to explain abstract concepts by identifying hidden similarities between two unrelated entities. What can we learn about service design by comparing the certified mountain guide with the seasoned service designer?
The core job of a mountain guide is to guide and assist client climbers up and down the mountain in a safe, efficient, and rewarding way. The guide will significantly improve the climbing experience, especially if the climbing party lacks the expertise, equipment, and/or experience required for the terrain ahead.
Climbing parties may face quite a few hazards during the tour: the terrain itself; inclement weather; extreme temperatures; performance anxiety; stress; dehydration; fatigue/exhaustion; illness; physical injuries; equipment failure; getting lost; and fellow climbers (who may be overconfident or underconfident in their abilities, often due to inexperience).
This means that the guide is constantly handling complex situations and making life-or-death decisions, based on extensive experience, tons of practice, rigorous planning, solid problem-solving capabilities, and a sound approach for on-the-spot decision-making (to avoid personal and team biases).
In two blog posts, I will highlight five similarities between the certified mountain guide and the seasoned service designer:
Planning and thinking ahead
Managing and mitigating risk
Utilizing tools to tackle complex problems
Simplifying and de-stressing the experience
Committing to life-long learning and continuous improvement
1. Planning and thinking ahead
The mountain guide is responsible for the safety of the climbing party. Before each tour, the guide is planning and thinking ahead by:
Reviewing weather forecasts and snowpack conditions
Collecting data about the location, frequency, and severity of objective hazards
Obtaining advice, tips, and general information on how to successfully complete (or protect) particular climbing routes
Gauging the experience and capabilities of the climbing party
Planning reasonable routes for conditions and climbers
Determining options and bailout possibilities
Making hard choices about food, water, clothing, and equipment (it would be nigh impossible to carry everything you want)
Gathering the climbers, providing information, determining ground rules, setting realistic expectations, and strengthening bonds
- What is the overarching need (or rationale) for the project? What type of solution is envisioned?* What are the desired outcomes?
- Who are we targeting, and why? Who will be affected, and how? Who are we intentionally including and excluding, and why?
- What explicit and implicit assumptions are we making in this project? How do we reveal hidden biases and illuminate blindspots?
- What external and internal forces are driving change and resisting change respectively?
- How will organizational quests, strategies, beliefs, sub-cultures, and processes shape the project (or vice versa)?
- How does the project fit into the innovation portfolio? What level of risk and uncertainty is the organization willing to accept?
- What interdependencies exist with other solutions and/or components in the business ecosystem?
- What constraints do we need to take into consideration?
- What are our knowledge gaps about market segments and target audiences?
- What is the right approach/process for the challenge or problem at hand? What tools and spaces do we need for our process?
- When and how often should we engage users and other stakeholders throughout the process?
- What is the right timing and timeframe?
- What obstacles are we facing in this project and how do we overcome them?
- What does success look like and how do you measure it?
- What type of capabilities do we need? Who should we recruit or partner with?
- How can we empower and engage team members, especially if the team is inexperienced or newly formed?
* For a discipline-neutral classification of potential solution areas (rather than predetermined solutions), see Richard Buchanan’s four broad areas in which design is explored (1992) and GK VanPatter’s process model Design 1.0, 2.0, 3.0, and 4.0 (Jones, 2009).
2. Managing and mitigating risk
The mountain guide is constantly identifying, assessing, and prioritizing risks and constantly finding ways to control or mitigate them. As the climbing party is ascending or descending, the guide controls the situation at hand by:
seeing and assessing the terrain above and below the group
observing current and changing conditions (inclement weather, avalanche danger, rock fall potential, etc.)
weighing all the evidence and exercising sound judgment
identifying the right decision points and routes to scale the terrain in a safe way
choosing appropriate tools, techniques, and fall-protection systems to manage risk effectively
modifying plans on the fly (because of fatigue, changing weather conditions, etc.)
determining contingency paths in case of emergency
providing clear, unambiguous instructions to the group
exercising patience with inexperienced climbers
managing the expectations, fears, hopes, and desires of individual climbers
(to be continued)
References
Buchanan, R. (1992, Spring). Wicked problems in design thinking. Design Issues, 8(2), 5–21.
Jones, P. (2009, March). Design 1.0, 2.0, 3.0, 4.0. The rise of visual sensemaking. NextD Journal. NextDesign Leadership Institute.
In terms of mountain climbing and mountain guides (two topics I admittedly knew precious little about before collecting my thoughts), I leaned heavily on The Mountain Guide Manual by Marc Chauvin and Rob Coppolillo. I am also indebted to several blogs and websites about mountaineering in general and mountain guides in particular.
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