KAOSPILOT

EXPERIENCE
DESIGN
OUR AMBITION:
DESIGNING
EXPERIENCES
THAT ENABLE
PEOPLE AND
RELATIONSHIPS
TO GROW

3
CORE
MINDSET
• ENGAGEMENT FOLLOWS EMOTION

• AIM FOR THE CORE

• DON’T GUESS, LEARN. DON’T FAIL, LEARN

• BUILD RELATIONSHIPS BY CREATING

SHARED EXPERIENCES

• YOU CAN NOT DESIGN EXPERIENCES, YOU

HAVE TO CO-CREATE THEM

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EXPERIENCE
DESIGN

CUSTOMER
EXPERIENCE

BRAND EMPLOYEE
EXPERIENCE EXPERIENCE

EXPERIENCE
DESIGN

5
KAOSPILOT
EXPERIENCE DESIGN
METHOD

Create engagement

Find Leverage Drive Impact

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FIND LEVERAGE
#digdeeper
#systems
Dig deep! #leveragepoints
Systems mapping to find the #empathy
underlying challenges, finding #beliefs
leverage points and defining #research
#curiosity
an experience vision.

CREATE
ENGAGEMENT #movepeople
#engagement
Move people! #emotions
Personal purpose, aim for #buildrelationships
emotions, and communication #communication
that builds relations. #motivation
Engagement follows emotion. #narrative

DRIVE IMPACT
#dosomething
Do something! #meetcustomers
Prototyping, testing action, #dontguess
learning, metrics/evaluation on #testing
the job #prototype
#measure

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 FIND
LEVERAGE

OBJECTIVE:
The goal with this phase is to push through the surface level understanding of
the problem space to get to the underlying patterns and drivers. Here you dive
into the complexity, and let yourself be immersed in the problem space. To
let curiosity drive your work, and make your research visual! At the end of this
phase you will create an experience vision, that synthesizes your research, and
sets a clear direction for the creative process of developing new experience
solutions.

TASKS:
1. Design Research: Observation, Participatory Action Research,
Ethnography, and Desk Research: Curiosity driven interaction with
your users problem space. What is your users world like? What are the
current behaviors of users? Who are the actors? What are the patterns of
behavior?
2. Map the Problem Area: Map the relationships impacting your experience
challenge to create a ‘rich picture’. What else is happening in the wider
context of the problem space? What relationships are reinforcing the
problem?
3. Interpretation and Sense Making: Synthesizing and getting to the
underlying drivers of the problem space. Where are the leverage points?
What are the underlying drivers, emotions, beliefs of values impacting your
users behavior?

RESULTS:
From the interpretation and sense making phase you create a Experience
Vision: Because of... we believe ... You will have a deepened ‘thick’
understanding of the challenges, and underlying forces impacting the problems
space. A rich map of the relationships and feedback loops that impact the
problem space, and an Experience Vision that paves the way for creating a new
experience that can deeply add value to peoples lives.
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 CREATE
ENGAGEMENT

OBJECTIVE:
The objective of this phase is to create an engagement strategy, that is
compelling to all stakeholders: yourself, your team, your partners, and end
consumers. One of the major objectives of this stage is to focus on building
the relationships that will make this new experience come to life. We pay
special attention to refining the communication we use, to engage people at
a deep emotional level. We aim to create transformative impact.
TASKS:
• Core Meaning Identifying of the core meaning your brand creates in
the world.
• High Concept Creation of the simple way to communicate the purpose
that guides what you do, enables your team to be creative and tells a
story.
• Story Mapping your experience to build an engaging storyline into the
core of the experience you are designing.

RESULTS:
1. Engage Yourself - Connect your leadership to your own sense of
direction and personal why.
2. Engage Your Team - Create alignment about why this project is
important, and what the potential of it is.
3. Engage Your Users - Communicate in a way that engages your users,
so they become co-creators of their own experience, in service of the
purpose your organization serves.

These 3 levels result in your Engagement Strategy. This stage is important,

as it results in a better Employee Experience (EX), and will enable you to
work effectively, creatively, and give your team the clarity to lead through
complexity with confidence. It is the basis for the creativity in the iterative
creation process of the next phase for your team.

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 DRIVE
IMPACT

OBJECTIVE:
In this stage you try to maximize the rate of learning, and minimize the
rate of time it takes to try ideas. Get your hands dirty through bringing
your ideas into reality. Your goal is to transform the existing conditions to
preferred ones. This phase is about creation, shaping, forming, probing,
questioning and experimenting. There is no order to the below tasks. To
start ask yourself, what are the most risky assumptions we are making? How
can we test those with as little resources as possible?

TASKS:
Journey Mapping - Sketch out the full experience from the users
perspective.

Visualization - Bring the ideas visually to life to better explain them and
refine your design, through drawing out key interactions.

Prototyping - Find the shortest path to creating the experience, test it with
real users.

Measure - Create measures to track performance, to enable you to focus

on what matters and continually develop your experience.

RESULTS:
You have tested your assumptions and made your ideas tangible. Hopefully
you have failed, and through this learned. You have gone out of the building,
and got feedback from users. You have moved from an existing set of
problems to a preferred set of problems. Not only have you learned tons,
but it also motivating to finally see your ideas in action!

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PROTOTYPING
EXPERIENCES
START HERE

VALUE

INTEGRATION

FEASABILITY LOOK & FEEL

HOW DOES IT WORK

AS A WHOLE

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HOW DO WE CREATE VALUE?
• What are the needs/pain points this experience will
address?
• What value will this experience create for users?
• What can we measure as indicators of this value?

HOW DO WE DELIVER THE EXPERIENCE?

• What does our organization need to do/change to

Inspired by: Service Design Doing: Applying service design thinking in the real world. A practitioners guide
deliver this experience?
• What are the barriers technically, financially, legally?
• What is required to increase the efficiency and
performance of this experiences?

WHAT DOES IT LOOK AND FEEL LIKE?

• How do users feel after they leave your experience?
How can you simply test the create this feeling?
• What are the physical and digital object that users
interact with? Are they in alignment with the
experiences core meanings/high concept?
• How does the language/communication you use make
people feel?

HOW DOES IT WORK AS A WHOLE?

• How do the different touch points of the experience
flow together?
• Is the overall flow coherent, and what ties the touch
points together?
• What is the worst/best case scenario? How do you plan
for any constraints or risks that are inherent in the
experience?

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5E
EXPERIENCE
MODEL

Awareness and Entering into The main The clear A physical or

attraction to the designed activity that end of the digital object to
the experience experience capture the experience. ’take home’ and
attention of the remember the
participant. experience.

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 5E JOURNEY
MAP
MEANINGFUL OUTCOMES
1.

2.

3.

STEPS THROUGH TIME

THEMES FOR ANALYSIS
FE
EL
IN
G
*
W AP
H PE
H

AT N
S *
YO H E M
T
U E
R *

*A journey map is not a template you fill, but a structure that you decide

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* MEANINGFUL OUTCOMES

What meaningful outcomes will you create?

Decide the top 3 Meaningful outcomes, so that they can help you make design decisions. The
point here is to: Get clear about the ultimate, deep impact you which to create!

For example:
For a summit to gather entrepreneurs in Iceland the meaningful outcome was:
1. Community
• Activating participants to be playful, creating strong culture frames for positive relation-
ships, and focusing our activities on serving a bigger purpose together where essential
experiential elements that enabled us to create the meaningful outcome of community in
this case.

FEELING:
What do you want users to feel in this stage of the experience?
Write these from the users perspective: “I feel...” Make sure to make this specific for example:
“I feel… special” is too general to help you make design decisions.

For example: For the Entry phase of leadership development experience: “I feel… honored to be
invited and curious about the special guests!”

WHAT HAPPENS:
What happens at this stage of the users journey?
Fill in this line of the 5E template with the main activities at each stage of the users journey.
This line helps you identify the moments that matter most to your users.

For Example:
Entry - For a graduation from a year long learning journey: Intro email inviting them to join the
graduation, and giving them a choice - autonomy and intrinsic motivation to participate increases
when they have chosen how to participate.

YOUR THEMES:
What themes for analysis are relevant for the experience you are designing?
The 5E model is not a template you fill, but a structure that you decide based on the needs of
the specific experience you are designing.

For Example:
You could add: Challenges and Opportunities, or Tasks to the 5E journey map.
If you are for example designing a workshop, you may add a layer of: People
- who are the key people involved in the experience? Add the layers that are
relevant for the specific experience you are designing.

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 CO
N G CO
G N N
N VE KI VE
KI RG IN
IN TH
RG
H EN
T EN
TT TT N
E N H GE
TT
H
IN R
DOUBLE

RG IN
E KI
N I VE KI
IV G D N
D G
DIAMOND

DEFINE
DELIVER

DEVELOP

DISCOVER

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IDOARRT MEETING
DESIGN
IDOARRT is a simple tool to support
you to lead an effective meeting or group
process by setting out clear purpose,
structure and goals at the very beginning.
It aims to enable all participants to
understand every aspect of the meeting
or process, which creates the security
of a common ground to start from. The
INTENTION
What is the intention, or purpose,
of the meeting? In other words, why
have it?
DESIRED OUTCOME(S)
What specific outcomes should be
achieved by the end of the meeting?
AGENDA
What activities will the group go
through, in what order, to move
toward the desired outcome?
ROLES
What roles or responsibilities need
to be in place for the meeting to
run smoothly? Who is facilitating,
and who is participating? Who is
documenting, and who is keeping
track of the time? What do you
expect of the participants?
acronym stands for Intention, Desired
Outcome, Agenda, Rules, Roles and
Responsibilities and Time.
Before the meeting/process, prepare a
Flipchart / Slide outlining all the points of
IDOARRT. See below:
RULES
What guidelines will be in place
during the meeting? These could
relate to agreed group norms. They
could also relate to use of laptops/
mobiles, or practical rules related
to a space. Let the participants
add rules to ensure that they have
ownership of them.
TIME
What is the expected time for the
meeting, including breaks,and at
what time will the meeting end?
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