Climbing to the top • 2
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 blogpost, I will highlight the final three similarities between the certified mountain guide and the seasoned service designer:
Planning and thinking ahead [see previous blogpost]
Managing and mitigating risk [see previous blogpost]
Utilizing tools to tackle complex problems
Simplifying and de-stressing the experience
Committing to life-long learning and continuous improvement
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, operational excellence, cultural transformation, product development, service/product branding, 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.
2/2
