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Complexity Mapping and Mess Mapping Tools forDecision-Making in Transportation and MaasDevelopmentSuoheimo, Mari Eveliina; Miettinen, Satu Anneli

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Complexity Mapping and Mess Mapping Tools for Decision-Making in Transportation and Maas Development MariSUOHEIMOaandSatuMIETTINENba,bUniversityofLapland

Oneofthebiggestchallengesinlargeindustrialcorporationsistocreatecommitmentandsupportdecision-makinginR&Despeciallyinthemulti-stakeholderdevelopmentcasesthatincludeahighdegreeoftechnology.Thisarticleissharinghands-onexperiencearounddevelopingservicedesigntoolsofComplexityMappingandMessMappingTM.ComplexityMapsaremadeforcomplexproblemsandtheMessMapsTMtocomprehendwickedproblems.Thesearebothparticipative,co-designandstrategictoolsforindustrialcollaborationfocusingonpublic-privatepartnershipsand/orcollaborationswithmultiplestakeholders.ThesetoolsfocusonscalingupthedevelopmentofcomplexsystemsintransportationandinMobilityasaService.ThearticlemakesaliteraturereviewaboutComplexityMappingandMessMappingTMandthenanalysesthesetoolsagainsteachothertoimprovetheroleofdesignerinthemappingprocess.Theconclusionisthatservicedesigners,artistsanddesignersplayanimportantroleinvisualizingandintermediatingaComplex-orMessMappingTMprocesses.Theconnectionsthatcanbefoundinthemapswillhelpthecompaniesorentitiestotakebetternextstepsintheirstrategies.ThearticlesuggestsmorefuturestudiesofmixedmethodsofQualitative-andQuantitativeComplexityMappingandMessMappingTM.

Keywords:complexitymapping,messmapping,servicedesign,andstrategicdesign

Introduction

Decision-makingisalwayschallengingforlargecompaniesandwhentheproblemsettingismorecomplexthemoredifficultitis.Complexproblemsarechallenging,butwickedproblemsareevenmorecomplicatedtounderstandandtrytosolve(Rithey,2013).Instrategicdesignitiscommontomakenewtoolstohelpthedecision-making(Boyeretal.2011).OftenexistingtoolsaremodifiedanddonetoservesomespecificpurposesofaservicedesignprojectlikeMobilityasaServiceandtransportationinthecasesintroducedinthispaper.

TransportationorMobilityasaServicecanbeviewedasacomplexproblemorawickedproblem.Thecomplexityrises,whenmorestakeholdersareinvolvedandtheydon’tagreewhattheproblemsettingis(Head&Alford,2008).Also,thevaluesofthestakeholdersdon’tcomeacrosswitheachotherinawickedproblemsetting(ibid.).Wickedproblemsareunsolvableandoftenanewwickedproblemiscreated,whentryingtofixone(Ritchey,2013;Rittel&Webber,1973).Forthisreason,accordingtothetheorists,itisnotpossibletosolveawickedproblem,butitispossibletotameit(ibid.).Howtocreatelessnegativeimpactcanoftenbetakenasafocuswhentreatingwickedproblems.

Thearticleisusingaliteraturereviewtoexplainwhatisstrategicdesignandhowitcanbeusedtocreatetoolstosupportdecision-making.Also,newtoolshelptodefinetheaimsandstrategy.ThegoaloftheliteraturereviewistoextendedtheunderstandingofComplexityMappingandMessMappingTMtools.Howcanthesetwotoolscreateunderstandingofacompany’schallengeandsupportindefininganddevelopingcompany’sstrategy?Howcanmappingtoolscreatecommitmentinservicedevelopmentprocessesandstrategicpositioning?Commitmentisnecessarytomanageservicedesignprocessessuccessfully.Committedteamcreatesasuccessfulimplementationprocessforthe

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plannedtasksandconcludesthem.ThiskindofprocesscreatesreturnoninvestmentfortheservicedesignworkandMobilityasaServicedesignwork.

Thearticleuseshands-ondevelopmentworkoftheQualitativeComplexityMappingintransportationservicedesignwhencreatingnewconceptswithalargetransportvehiclemanufacturertogetherandoneEuropeanurbancity.HeretheUniversityofLaplandandtheauthorswereusingtheirservicedesignknowledgeinaformofservicedesignworkshopstocreatestrategyandcommitmentwiththislargemanufacturer.TheMessMappingTMisstillinaconceptualstateanditisdevelopedfurtherasamethodyetitwillbeusedtocreateunderstandingthetransportationasawickedandcomplexproblemandframeMobilityasaServiceasalargerconcept.Thisknowledgeandoutcomesofthepapercanbeappliedinforexampledesigningnation-orprovincewideserviceconceptsandapplicationsfortransportinggoodsandpeople.Sometimesawiderperspectiveandholisticunderstandingisneededtodiscoverthemainpainpointsortoidentifywhichorganizationsorstakeholdersarerelevantandhaveaninfluenceonpainpoints.

Objectivesofthisarticleisto:- Supportdecisionmakingincomplexorwickedproblemsbycreatingholisticunderstandingoftheproblem

throughComplexityMappingandMessMappingTM- Understandtheneedforstrategicdesigntocreatenewtoolsoradaptoldones- IntroduceadaptedComplexityMappingandMessMappingTMtemplatesusedincasesoftransportationandMaas

services- GettoknowthedifferencesofComplexityMappingandMessMappingTM- Understandtheneedforuser-andstakeholdercentredparticipatorydesignindoingthemapsinordertocreate

commitmentindecisionmaking- Theroleofservicedesignersorartiststomediatetheprocessandvisuallyaidthemapmaking

StrategicDesignPastyearsdesignhasexpandedfromcreatingconcretetangibleproductstomodellingdecisions,thatneedsstrategic

design(Boyeretal.2011).ForBoyer,CookandSteinberg(2011)thinkthatstrategicdesignisaboutcreatingnewtoolstoshapebetterdecisions.Authorscontinuetoexplainthatstrategicdesignisaform,howtodefineaimsandhowtoreachthem.Designisaboutchallengingthecurrentrealities,makingnewrealitiespossible(ibid.).

Planningisallaboutdecisionsanddesignprovidesorcreatestoolsfordecision-makingorproblemsolvingprocesses.ForMeroni(2008)strategicdesignisn'tonlyaboutsolvingproblems,butalsounderstandingproblemsettinglikehowtoraisenewquestionsbeforetryingtocomprehendhowtosolvethem(ibid.).AnnaMeroni(2008)haswrittenapaperthatbringsareflectionaboutthefoundationsofstrategicdesign.Accordingtoherstrategicdesigndisciplineisconstructaboveeightpillars: 1) StrategicdesignisaboutProductServiceSystems; 2) Itisalsoaboutevolution–strategicdesignprojectsshouldresult

inabreakthrough,whichitselfcontributestoevolvethesystem;

3) Problemsolvingandproblemsetting–whattodoandhowtodoit;

4) Socialinnovation–worksonthebasisofahypothesis,howavisioncanshapefuture;

5) Scenarios’Building;6) Co-designing–collaborationfromdifferentparties;7) Strategicdialogue;8) Buildingcapacities–contributingtochange.

(Meroni2008)

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Meroni(2008)concludesherpaperexplainingthatstrategicdesignisabouthowtosetaproblemandhowtoresolveitinaninsecurecontext.Todaygovernmentalinstitutes,enterprises,consultancyfirms,letalonecompaniescanbenefitfromit(ibid.).Strategicdesignisalsoapowerfultoolforinnovationcreation.Inrecentdecadesinnovationshavebecomemoreandmoreimportantforbusinesses,governmentsaswellasforsocialplanning(ParadisandMcGaw2007;Meroni2008).Those,thataren'tdevelopinginnovations,areeasilyoverrunbyothers´(Carlopio,2009;ParadisandMcGaw2007).UltimatelyaccordingtoMintzberg(2015),strategyisaboutcreatingvalue,whichisalsothesamegoalthatservicedesignhas(Sangiorgi2013).Agoodstrategyisfocusedonwhatitwantstoachieve(Mintzberg2015).

ComplexityMappingandMessMappingaretoolstocreateunderstandingofaproblemsettingorofacertaintheme(Horn&Weber,2007).Theyarelargerthanmindmapsandtheyhelpstakeholderstoformknowledgeofaproblemsetting.Tounderstandaproblemortherelationofvariousproblemstogetherisessentialtoknowhowtomakesmartdecisionsanddecisionmakingitselfisaboutcreatingstrategy(Boyeretal.2011;Meroni,2018).Thesetoolsworkbestinthebeginningtomapaproblemofaprocessofmakingalargerjourneyofcreatingaproductoraservice.Besidescreatingunderstandingtheyaretoolstocreateempathytoo.

ComplexityMappingStrategicdesignisalsoaboutcreatingnewtoolstocreateholisticunderstandofaproblemandidentifythetasksand

goalsforthedesignprocess.ComplexityMappingisatooltounderstandaproblemsetting(Liebovitch,2014).Itisalsoatoolthathelpstocommunicateacomplexproblemorasituation(ibid.).Oftenstorytellingisawayofcommunicatingthemapinavisualway:

“Thesemethodsarestorytellinginavisualwayandprovidearicherway(qualitativelydifferent,morecompleteandhelpful)tograppleeffectivelywithcomplexityandcomplexsystemsthatcanbemorecomprehensive,clarifyinterconnectionsandpatternsandshowthedynamismofthesystempossiblysuggestinghelpfulinterventions.”(IntroductiontotheMappingandVisualizationTheme,2014,p.2)

Designersoftenhavearoleandabilitiesinvisualizingproblemsthroughmapsinacomplexandwickedproject(Suoheimo,2016).Theyalsoarecreativetothinkdifferentlyandsuggestunconventionalideasthatcouldwork(Blyth&Kimbel,2011).Thesewayshavingartistsand/ordesignersinawickedorcomplexproblemsettingareimportant(Blyth&Kimbel,2011;Suoheimo,2016).ComplexityMappingisatoolthatisfamiliartomanyacademicfields(Lee,2003;Rodriguez-Toroetal.,2004;SamyandElMaraghy,2012)andhasbeenappliedforexample:inbiology(Wangetal.,2017);inengineering(SamyandElMaraghy,2012);incomputationalinformationsciences(Liebovitch,2014),inmanagementororganizationalstudies(McKenna,1994;1999);financialplanning(Battistonetal.,2016);inpsychology(Axelrod,2015)orinphysics(Toomey2014)assomeexamples.Familiartoallthefieldsthemapisthevisualwayofpresentingandcommunicatingtheproblemsetting.

Thetoolisextremelyversatileandcanbeappliedandmodifiedtovarioussituationsandtoservicedesigninthecasesofthisarticle.Roughlythesemapscanbedividedintothreedifferentcategories:qualitative,qualitative&quantitative,andquantitative(Straw,2014).CommontoolsforQualitativeComplexityMappingarestickynotesinaboard,PowerPointtypeofpresentationsorprogramslikeVue,InsightMakerorKumu(ibid.).Normallyitisaparticipativewayofmakingthemap,whichenablesinvolvingstakeholders(ibid.).QuantitativemethodsconcentratemostlyongatheringoftencomputerizedbigdataandputtingitintoaformofacomplexmapforexamplehowLiebovitch(2014)useditinanalysinginformationfromTwitter.ThemixedmethodusesandmixturesbothqualitativeandquantitativemethodsintheComplexityMap(Straw,2014).

NewertrendsinComplexityMappingaretheinvolvementofartificialintelligence(Liebovitch,2014).ItwillbeinterestingtoseehowitcancaptureinformationinaqualitativewayandshowingitinaComplexityMap.Astheartificialintelligencegatherstheinformationonline,forexample,itdoesn’trequireamultidisciplinaryteamasitworksalone.

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Servicedesigntools:ComplexityMappingfortransportationservicesComplexityMaptemplatewascreatedasatooltocontextualizeandhelpincreatingaroadmapinacomplex

technologicallyorientedservicesituationsuchasatestingforautonomoustransportationservicedevelopment.ItwasdevelopedforaworkshopheldwithoneEuropeancityandalargetransportationvehiclemanufacturer.Thisdevelopmentprocesstookplacethroughtwoiterations.TheComplexityMapwasfirsttestedinalocalworkshopthataimedtodevelopautonomousplatoontruckdrivinginLapland.ThisworkshopwaspartofAutonomousTruckPlatooningChallenge(ATPC)projectfundedbyLaplandregionalauthorityandmanagedbyUniversityofLapland.Authorswereinvolvedinprojectmanagementandresearch.ThefirstiterationoftheComplexityMappingwasaimingatrecognizingrelevantstakeholders,organisationaltasks,legislationandoperationalresponsibilitiesinautonomousdrivingtestthatwouldbelocatedincitycentre.

TheComplexityMappingtookplacethroughusingsimulationoftheautonomousdrivingtestlocatedinthecitycentre.Simulationwasbasedonlargebenchmarkandsetofexpertinterviewscarriedoutbyservicedesignmasterstudents.Basedontheseoutcomesthestudentgroupsimulatedtheinfrastructureandactionstakingplaceinthesituationthroughroleplay.TheroleplaywasanalysedandComplexityMapwasdrawnintheinteractiveboardatthesametime.Asanoutcomeoftheroleplaythereismoreinformationaboutthestakeholders,thesimulationparticipantsaremorecommittedinthedevelopmentprocess.ThefeedbackfromthisfirstiterationwasusedtothesecondonedevelopmentforEuropeancityandalargetransportationvehiclemanufacturer.

Figure1 UsingsimulationtocreateaComplexityMap

TheseconditerationwasdonebytheauthorsusingtheComplexityMapinacontextofservicedesignforpublictransportationandmobilityplanninginurbancitycontext.Inthisworkshop,thefirstdaywasusedtoempathizewiththeusersoflocaltransportationsystemfromaperspectiveofthreepersonagroups.Onthesecondday,thefindingswere

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discussedandsharedinthreeideationanddevelopmentworkshops.OneoftheworkshopswasaboutusingComplexityMappingforstrategicplanningofthepublictransportservices.

Figure2 ‘TemplateofComplexityMappingusedduringtheworkshop(Source:DevelopedbySatuMiettinen,illustrationmadebyMariSuoheimo)’

IntheseconditerationroundComplexityMappingwasusedtoidentifynotonlystakeholdersingeneralbutalso

internalprojectsandprocessesthatcouldcontributetodiscoveringopportunitiesandresourcestoimplementtheproposedcase.Thecaseidentifiedinthecentreofthemapwasbasedonthefieldworkcarriedoutthepreviousday.Thefieldworkhelpstoidentifythestakeholders,relatedprocessesandprojects,technologiesandinfrastructures,actions,solutionsandoutcomes.Dependingontheoutcomesofthefieldworkthethemescouldbejustifiedtobeverycasesensitiveandcontextual.

Themapalsohelpedincreatingadditionalsolutionsthatwouldsupportthecaseimplementation.Theoutcomescouldbeusedtocreateanimplementationtasklistandstrategicroadmap.ThetemplateofComplexityMappinginFigure2usedwastohelpthegroupstodefinewhatarethestrategicissuesandproblemstobeunderstood.Eachpost-itnotepresentedoneoftheissues.Identifyingtheissuesonapost-itnotesmadeiteasiertoclusterthenotesinthecorrectcategory.Intheendofthesession,thegroupcouldprioritizeandcreateatasklistontheissuesthatarethemostimportantonesbyplacingredstickersontopofthenotesineachcategory.Creatingthecommitmentandownershipintheprojectisoneofthekeyscreatingasuccessfuldevelopmentcase.Further,itallowstheR&Dteamtoidentifyandclusterthedirectandindirectstakeholdersrelevanttothecase.Itenablesthedevelopmentteamtoidentifycustomerjourneyaswellasdevelopmentphasesbefore,onsiteandafterthetesting.

AsanoutcomeQualitativeComplexityMappingmethodforServiceDesigncanbeidentified:1)Researchphaseincludingbenchmark,expertinterviewsandparticipatoryobservation,2)Usingsimulationorideationtoidentifythecasestudy,3)CreationofaComplexityMapthatidentifiesrelatedstakeholders,relatedprocessesandprojects,technologiesandinfrastructures,actions,solutionsandoutcomesand4)Prioritizingissuestocreateatasklistandstrategicroadmap.ThisprocesshelpsincreatingstrategyanddirectionintheDiscoverphaseofthedoublediamond.

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MessMappingTMmorecomplex,wickedproblemsinotherwordsMessMappingTMisawayofmakingComplexityMappingtomapwickedproblemsdevelopedbyMacroVU(r),Inc.and

StrategyKinetics,LLC(Horn&Weber2007).Wickedproblemsaremorecomplexthan“normal”complexproblems(Head&Alford,2008).Thewickedproblemtheorybeganinthe70sbytheprofessorsofBerkeleyUniversity(Rittel&Webber,1973).Thetermwasdevelopedasacritiquetothesimplisticwayofviewinghowtosolvecomplexcontemporaryproblems.AccordingtoRittelandWebber(1973)wickedproblemsneedtoaccomplishtenpointsinordertobeawickedproblemliketheTable1shows.Wickedproblemsareproblemsthatinawaywillalwaysbetherelikeclimatechangeorwaronterror.Theycanalwaysbeimproved.Theyaresocomplexthattryingtosolveonetheteamwillprobablycreateanewwickedproblem(ibid.).Iftherewereasolutionitwouldnotbeawickedproblem(ibid.).Oftenthesolversortamersarecalledintoaccount,astherewillbeconsequencesofthetentativesoftryingtosolveawickedproblem(ibid.).Forthisreason,thewickedproblemscanbetamedbutnotsolvedandthusthesolutioniscalledasaresolution(Horn&Weber,2007).Itisabouttryingtofindanoptimalwayoftotameawickedproblemwithlessnegativeconsequences.

Table1 ‘Summaryofthetenwickedproblempoints(Source:AdaptedfromRittel&Webber,1973;Ritchey,2013;Horn&Weber,2007)’

POINTS DEFINITIONS

1. Thereisnodefiniteformulationofawickedproblem.

2.Wickedproblemsdonothavea"finalsolution"becausetheresolutioncanalwaysbeimproved.

3. Solutionstowickedproblemsarenottrue-or-false,butgoodorbad.

4. Thereisneitherfinaltestnoranimmediatesolutiontoawickedproblem.

5. Eachsolutiontoawickedproblemisa"one-timeoperation"andeachattemptcountssignificantly.

6. Wickedproblemsdonothaveenumerablesetsofpotential(orexhaustivelydescriptive)solutions.

7. Eachwickedproblemisessentiallyunique.

8. Eachwickedproblemcanbeconsideredasymptomofanotherproblem.

9. Theexistenceofdiscrepanciesintherepresentationofawickedproblemcanbeexplainedinseveralways.Choosinganexplanationdeterminesthenatureofproblemresolution.

10. Theplannerhasnorighttobewrongbecausethereareconsequences.

MessMappingTMisaholisticwayoflisteningandtakingintoaccountthestakeholdersthatareinvolvedintheprocess

(Horn&Weber,2007).Itisimpossibletotrytotamewickedproblemsalone;ateamandcollaborativeworkisrequired(Suoheimo,2016;Horn&Weber,2007).MessMapTMisatoolthatmapsawickedproblemfromaholisticmultidisciplinary

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perspective(Horn&Weber,2007).

AMessMappingTMprocessisasetofstructuredgroupmethodsforcollecting,sharing,organizingandevaluatinginformationregardingaWickedProblem.AMessMapTMdiagramormuralrepresentsacommonmentalmodeloftheproblemathandthatshowstheimportant“chunks”ofinformationandtheirrelationshipswithother“chunks.”(Horn&Weber2007,p.9)

ThemapasthewordsaysmaylookmessylikeseenintheFigure2,buteverythingiswelllabelledandapersonthat

comesandreadsthemapwillbeabletounderstanditandcatchwhatisthescope(ibid.).Inaway,itislikemanymindmapsgatheredtogether.Itcontainstheinformationofthewickedproblemandthestakeholdersandorganizationsinvolvedorconnectedintheproblem(ibid.).Thisiswhatmakesitcomplex.Byvisualizingtheclustersofproblemsandtheirrelationscanaidinunderstandingthewickedproblem(ibid.).Theroleofadesignerhereisessentialtocreateimagesandvisuallinkstohelpinunderstandingandreadingthemap(Suoheimo,2016).LiketheHornandWeber(2007)usethewordfindingandfeelingthe“pain”issimilartoservicedesign(Rontti2016).Inservicedesignprojectstherearesoughtforpainpointsinordertotransformthemintoopportunities(Ibid.).

ToopentheinformationofaMessMapTMaResolutionMappingTMisusedforit.ThesameinstitutesdevelopitastheMessMapTM.TheResolutionMappingTMusestheinformationfromtheMessMapTMtocreateeventsthattaketoadesiredendstate.Itisaformofstorytellingwhattheendstateshouldlooklikeandhowonewillreachit.(Horn&Weber,2007)

Figure3 ‘ExampleofaMessMap-DilemmasintheMentalHealthService(Source:Horn;Weber2007,p.13)’

MessMappingTMMobilityasaServiceMobilityasaServicecanbeaverywickeddesignproblem.Interestinglythefirstauthorstodefinewickedproblems

wereaprofessorofcityplanningandofthescienceofdesign(Rittel&Webber,1973).Cityplanningincludesmobilityandtransportationservices.Wecanseetoohowdesignandcityplanninghaveincommonwithwickedproblems.Buchanan

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(1992)alreadyinthe1990’salsowrotehowthedesignhasevolvedinsolvingcomplexmoderndaywickedproblems.HeadandAlford(2008)havewrittenanarticleaboutpublicmanagementandseetherelationofwickedproblemsinthatfield.AlsoRitchey(2013)writesabouthowwickedproblemsaresocial.Mobilityortransportationplanningneedpublicpolicymanagementandsocialissuesareincludedliketransportingdifferentgroupsofpeopleandtheirspecificneeds.

MessMappingTMlikeComplexityMappingisusedtounderstandaproblemathandtodrawconclusionsandfuturescenariosofwhatarethebestoptionswhattodo(Horn&Weber,2007).Theyaretoolstoaidstrategicplanning.Inthisspecificcase,theMessMappingTMtoolisbeingusedtounderstandthewickednessofthetransportationsysteminLaplandwhencreatinganapplicationintheprovince.Complexityriseswhenmorestakeholdersareinvolved(Head&Alford2008).ForexampleinthiscaseofmakingMobilityasaServiceholisticallyitshouldinvolveparticipantsfromthelogistics,cityauthoritiesfromdifferentmunicipalities,touristagencies,postofficepersonnel,universities,VTT(TechnicalResearchCentreofFinlandLtd)oranyrelatedinthefield.Theareascoveredshouldbeassomeexamples:touristtransportation,citytransportation,movingpeopleandpackets,localandprovincialcommuting,trafficbycallastaxis,airtraffic,hospitalridesprovidedbytheFinnishSocialInsuranceInstitution,paymentservices…etc.Thefuturetechnologyshouldnotbeforgotteneitherintheprocessastodaytherecouldbecreatedtheplatformforseaminglesscustomerjourneysthatmaybenefitfromtheautomationofcarsforexample.MessMappingTMtoolisusedheretograspthepainpointsandhowtotransformthemifpossibletoopportunities.

Thereshouldalsobeastrongfocusonhowtocreatecirculareconomyintheapplicationoftransportation-andMaasservices.Howcanalltheseentitiesseewheretheyareplacedandtheimportantroletheyplayinit,isthroughthismap.Creatingconnectionshowthethingsrelatewillhelpalsothecompaniesintheprovincetokeepupwiththecomingchangesandnottodropout,innovatewiththeirservicesasanexample.Forexampleitisprobablethatthelogisticsormaildeliveringcompaniescanseethetransferringpackagesthroughrideshareasathreadfortheirbusiness.Thiscanbeinvertedsothattheycanbecomeapacketrideshareprovidertogetherwiththepeopleridesharesinthefutureormaybehaveconnectionswithothercompaniesprovidingtheseservices,becomepartnersinsteadofcompeting?

GettingpeoplearoundatablemakingaMessMapTMisawayofregisteringthedialoguesheldandtheissuesthatrise.Itisawayofdemocratizingtheparticipants’voices,sinceonceathingissaidandregisteredinthemap,itdoesn’tneedtoberepeatedagain.Everyonewillgettheirvoiceheardandthisalsorequirespreparingandmanagementfromthefacilitatingparty.Ontheotherhandthemapalsoworksasabenchmarkingtoolastherecanbedescribedinnovativeservicesthatcouldbeadaptedintolocalconditionsandneeds,andlaterimplementedbytheparticipatingstakeholders.Whenthemapisreadyitalsocanbeused,asaformofachecklistoftheimportantissuesthatneedstobegintobetreatedthatthedefinedgoalscouldbeachieved.ItisnotinveinthattheMessMapTMisusedtogetherwithResolutionMappingTMthatistocreatefuturescenarios.

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Figure4 ‘MessMappingTMdraftfortheprocessofcreatinganapplicationoftheMobilityasaServiceinLapland,illustratedbyMariSuoheimo’

Figure5 ‘DetailofasmallpartoftheMessMapTM’

FacultyofIndustrialDesignintheUniversityofLaplandhastakenMobilityasaservicetogetherwiththefuturepossibilitiesofautonomousdrivingasacentretheme.Thereareseveralfundingapplicationsandsectorsofmobilitybeingcovered.MessMappingTMthedifferentareasareawaytoseewherestakeholdersareinandwheretheparticipativecompaniesorinstitutionsseethemselves.Also,theplanningofabiggerservicelikeaLaplandwideapplicationthatcoversthetransportationofgoodsorpeoplewillbenefitfromthiskindofmappingasithelpstounderstandwhataretheunderlyingproblemsorareasneedtobecovered.TherehasbeenappliedSitra(FinnishInnovationFund)fundingforthisanditseemstogetthrough.TheyhadaspecificcallinthisyeartopromotecirculareconomyinMaasdevelopmentinFinland.

IntheMessMapTMintheFigure4wasusedanimageoftheFinnishMinistryofTransportandCommunications(FinnishMinistryofTransport&Communications,2016apudSharp,2017)asabaseforthethemes.Therearestillmorethingsthanwhattheministry’splanhasliketheorganizationsthatareineachcontext.Seeinginpracticewhereeachstakeholderandorganizationislocatedwillhelpindrawingamoreconclusiveserviceanditscommitment.ThisFigure4isaroughstudyanditisstillunderconstruction.IthasbeenfilledalreadybythepartsthattherehasbeenmadeinthecoursesofadvancedserviceprojectsinMobilityasaServiceplanningattheuniversity.Whenthemapismoredeveloped,itwillneedahandfromagraphicdesignertoputimagesandmakeiteasiertocomprehendwithcoloursandshapesasanexample.

AnalysingComplexityMappingTMversusMessMappingTMComplexityMappingTMandMessMappingTMhavesimilarities.Theybothtrytocreateunderstandingofacurrent

situation,problematstake.IntheDoubleDiamondprocess,theybothareatthefirstdiamondphaseliketheFigure5illustrates.Thispartisimportantinaservicedesignprocessasitcreatesasharedunderstandingofwhatisbeingprocessed.MessMapTMislittlemoremultibranchedandcomplexthanaComplexityMap.Inthecaseofawickedproblem,itishardertocreateknowledge,astheproblemismorecomplexandwicked.AMessMapTMismadewiththisaimtotrytocreatesharedunderstandingofawickedissue.Thewaythatthestakeholdersdefinetheproblemwillinfluencealsototheoutcomeoftheresolutionespeciallyinthewickedproblems(Rittel&Webber,1973).

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Figure5 ‘PlaceoftheMessMappingandComplexityMappingintheDoubleDiamond(Source:TheDesignProcess:WhatistheDoubleDiamond?,2015)’

TheTable2illustratesthepointsthataresimilartoQualitative-andQuantitativeComplexityMappingandMess

MappingTM.QualitativeComplexityMappinghasmorethingsincommonwithMessMappingTMthanQuantitative.Bothareparticipative,holisticandhandmadeoftenatthefirststageatleast.Afterwards,theycanbecomputerized.Bothwhenhavingauser-andstakeholderfocuscancreatemorecommitmenttotheteamsolvingandthusbetterimplementation.AllofthemarecreatedtounderstandcomplexproblemsandMessMappingTMwickedproblemstoo.EventheMessMapTMwascreatedwithwickedproblemsinmind;itcanstillworkforcomplexsituationstoo.Whynot?

Table2 ‘AnalysingComplexitymappingversusMessmapping’

QualitativeComplexityMapping

QuantitativeComplexityMapping

MessMapping

Participatorymethod x xHandmade x xComputerized x x xComputerizedanalysingbigdata

x

Needsorbenefitsfrombettergraphicalillustration

x x x

Holistic x (?) xMadetounderstandcomplexproblems

x x x

Madetounderstandwickedproblems

x

Benefitsfromservicedesignermediatingtheprocess

x x x

QuantitativeComplexityMappingisdifferentinthesensethatitanalysesbigdata.Inthiskindofprocedure,morepeoplearenotrequiredasthecomputergathersandhandlestheinformation.Thisiswhyitisnotthatparticipative.Itislittleobscureifitisholisticornot.Itcangatherdataholisticallybutisdifficulttohaveaholisticgroupifitdoesnotrequire

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peopleinitsprocess.Ontheotherhand,therecanbeaholisticgroupthatcreatestheparametersofinformationthatthecomputerwillgather.BigdatagatheringanditsanalysiscouldbeaddedalsotoMessMapsTMandComplexityMapping.Allthethreemapsbenefitfromagoodvisualpresentationandthusneedsdesignersorartistsinitscreation.Thishelpsinbetterunderstandingofthemapsandtheconnectionsbetweenthethingsmapped.Also,allthethreekindsofmapsbenefitfromaservicedesignermediatingtheprocessthinkingthesystemsoftransportationorMobilityasaService.

TherearesometoolstousetogetherwithComplexityMappingandMessMappingTMtotakethenextstrategicsteps.Bothtypesofmapscanmakeagooduseofdesignthinkingtoproceedwithfuturesolutions/resolutionsandscenarios.Alsoscenariomappingcouldworkasacomplementarytool.Actually,MessMappingTMhasResolutionMappingTMdesignedtouseinasequencethatmakesfuturescenariosandusesstorytellingasatooltocreatecomprehensionofwhattheidealscenariosshouldlooklike.RoadMappingisalsoanexcellenttoolforfuturestepsofacomplexandmaybeforawickedproblemtoo,soitcouldbeusedinbothcasesofmapping,wickedandcomplex.AnalysingthetwocasesillustratedheretheComplexityMappingworksbetterwhenthereisacasedefinedbeforehandandtheMessMappingTMworksasatooltodefinewhatthecasecouldbe.

DiscussionStrategicdecisionmakinginordertotakefuturestepsneedsthiskindofunderstandingofmappingfirst,todefine

whatistheproblem.ComplexityMappingandMessMappingTMcanbeseenasstrategictoolsastheyaidindecision-making.DesignThinking,RoadMappingorResolutionMappingTMaretoolsthatcanbegintoopenthesecomplexmaps,tounderstandthem,andhowtotakethenextstep.ThecasemadewiththelargemanufacturerandEuropeancityinquestionshowedhowtheservicedesignprocessesthroughQualitativeComplexityMappingcanmakecomplexsituationsmoremanageable.Theseprocesseshelptheteammanagementtomakesmarterdecisionsintransportationservicesandcreatecommitment.Smarterinthesensethattheprobleminquestionismorefamiliarthroughtheuseofthetoolsandknowwhattotakeintoconsideration.Itdoesnotmeanthattheproblemitselfbecomessimpler,butmoreunderstandable.ThiswaytheComplexityMappingandMessMappingTMaretoolstomakestrategicdecisionsoffutureplanning.

QuantitativemethodwillbeinterestingtouseinthecontextoftheMobilityasaServicetoo.Itcanunderstandbigdata,whichisvalidtomapforexamplehowthetrafficflowsinacityandhowtoallocateresourcesmorewisely.Futuresmartroadswillbegatheringthisdatamoretooinnearfuture.Thisisimportantinthesenseofcomingofautonomousdriving.Therestillneedstomakereal-lifeexperimentstoseewhethertheQuantitativeComplexityMappingcanorisparticipativeandholistic.Aswrittenbeforeitcouldbeholisticifthereisaholisticteamorasettingatleasthowitgathersdata.AstheQuantitativeComplexityMappingdoesn'tnecessarilyrelyonpeople,itmayfailincreatingcommitmentofalargerteam.Thismayleadinnotthatsuccessfulendasonethatcreatescommitment.Ononehand,itcanbemore“simplistic”initssettingasitcancomplementtheothertwokindsofmappingstrategies.ThisarticlesuggestsfuturestudiesofQuantitativeMappingandhowtoelaborateitinaholisticandparticipativedirection.AlsoanotherperspectiveistostudyhowitcancomplementtheothertwokindsofmappingprocessesinthedevelopmentoftransportationandMaasservices.

ThecaseinthisarticleofMessMappingTMMobilityasaServiceisstillbeingelaborated.Itcouldbenefitfrommixedmethods.Forexample,usingthebigdatacollectedbycomputersintransportationservicescanhelpcreatingunderstandinginnewways.Therearesensorsintheroadsandinthecarsthatcangatherinformationtoo,letalonealltheopendatathatthereisalreadyavailableonlinewithinahand’sreach.

Designersplayavitalroleinmapping,managingandvisualizingthesecontemporarycomplexandwickedproblems.Italsorequiresempathyandhumilitytobeabletoconstructwhatistheinformationaroundwithallthestakeholdersinvolved.Servicedesignershavethetoolstolisteningandpracticingempathyandthisneedshumility.Itisknownthatartistsanddesignershavethisabilityofsensibilityandalsoduetotheirtrainingtoseethingsthatothersmayhaveforgottenornotcapabletogiveapropervalue.Servicedesignisaboutputtingtheusersinthecentreandthisiswhathelpsinasuccessfulimplementationofa

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public-privatepartnershipsand/orcollaborationswithmultiplestakeholdersstrategyintransportation.Totakeintoaccounttheneedsofafinalusermakesthatthewholeprocesswillnotgoofthetrack.Thisisawayofcreatingalsocommitmentwiththetransportationstrategyletaloneoftheperspectiveofhavingthemostimportantstakeholdersintheprocess.Asuccessfulimplementationiswhatgivesthebestreturnofinvestmentfortheentitiesthatbegantheprocessatthefirststage.

Thecapabilitytoseetheconnectionsinmappingisimportanttocreatesharedunderstandingandprioritizewhatarethecriticalpointsthatcanbeturnedintoopportunities.Thisisawaytoaidinscalinguptheservicesorevenmanufacturingprocesses.Futurestudiesarerecommendedtoinvestigatehowthesethreekindsofmappingcouldcomplementeachother.ForexamplehowMessMappingTMcouldgainmorevalidinformationfromaQuantitativeComplexityMaplikeinthecaseoftheMobilityasaServiceinLapland,Finland.

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