这是一个依托上海织生社区发展中心、落地于上海、针对超大城市边缘群体,通过"家庭化低门槛社交"切入,构建的一套低门槛社区共治激活系统。A low-barrier community co-governance activation system built through "family-oriented social engagement" in collaboration with Shanghai Zhisheng Community Development Center, targeting 300,000 migrant elderly "laopiao" in Shanghai.
上海的外来中老年人口(50-69岁)中有将近30万人口来沪目的是为了照顾孙辈和子女的家庭,而在这其中老年女性占比明显高于男性。
Among Shanghai's migrant elderly population aged 50-69, nearly 300,000 came to care for grandchildren and support their children's families. Elderly women significantly outnumber men in this group.
这群"老漂族"有很多是从中国欠发达地区来的,他们生活的地区文化、方言、生活方式等与上海大相径庭。他们在上海面临着生活不适应、口音自卑、文化差异、繁重家务、身心健康受损的问题,相比起其他在老家或邻近地区的带娃长辈来说,上海的"陌生感"与"排外感"让他们更加煎熬与封闭。
Many of these "laopiao" come from less developed regions of China. Their local culture, dialect, and lifestyle differ greatly from Shanghai. They face challenges including maladaptation, accent insecurity, cultural differences, heavy domestic burdens, and declining physical and mental health. Compared to grandparents in their hometowns, Shanghai's "strangeness" and "exclusivity" make them more isolated.
然而上海作为中国一线城市,社区活动与居民关注度一向位居全国前列,各个社区都有丰富的社区活动和公共场所。但丰富的社区资源往往没有被充分运用,社区的居民共创仍旧是"小范围的"、"固定群体"的共创。
However, as a top-tier Chinese city, Shanghai leads the nation in community activities and resident engagement. Every neighborhood has abundant community programs and public spaces. Yet these rich resources are often underutilized — community co-creation remains limited to "small-scale" and "fixed-group" participation.
田野调查:公园、商场、广场中的"在场但不参与"观察Field research: "present but not participating" observation in parks, malls, and plazas
轻量化场景访谈Lightweight scenario interviews
低门槛游戏激活活动现场Low-barrier game activation event
数据聚类分析Data cluster analysis
乐山六七村社区花园共创活动现场Community co-creation event at Leshan Liuci Neighborhood Garden
非正式访谈过程中很多阿姨对于家庭事务或"哪里的菜最新鲜","哪里适合遛娃"的回答都很清晰,态度也很乐于分享。但是当提问变成一种"正式的询问意见"时,她们又会变得封闭起来。真正能够让他们说出自己感受的触达方式一定要是低门槛的,要用他们熟悉的场景建模。During informal interviews, many "ayi" gave clear and enthusiastic answers about family matters or "where to find the freshest vegetables" and "where is best for walking kids." But when questions became "formal opinion-seeking," they would close up. The access method that truly lets them express their feelings must be low-barrier, using familiar scenarios as models.
有孙辈或子女在场时访谈参与度明显提升,并且外来阿姨们明显表现出对于个人意见类询问的更加开放的态度。"家庭在场"可以给他们真正的心理安全。Interview participation noticeably increased when grandchildren or children were present. The "laopiao" women showed significantly more openness toward personal opinion questions. "Family presence" provides genuine psychological safety.
几乎所有成功触达并且收集了意见数据的家庭都是因为从孙辈的兴趣切入,且孙辈对活动奖品/玩具感兴趣。在访谈过程中大多数阿姨也频繁提到"只要孙子/女好一切都好"。先吸引孙辈注意力,活动对孙辈也要有价值。Almost all successfully reached families were engaged through grandchildren's interests, with kids attracted by activity prizes/toys. Most "ayi" frequently mentioned "as long as the grandchild is happy, everything is fine." Engage grandchildren's attention first — activities must also be valuable to them.
在田野调研的很多地方(公园、商场、广场)外来阿姨都处于一个"在场但不参与"的状态,只有当孙辈感兴趣并且主动接触他们时,他们才会参与进活动或访谈中。他们明明随处可见,资源也放在那里,但是就是很难接触到——他们需要"主动找上门"。In many field research locations (parks, malls, plazas), the "laopiao" were in a "present but not participating" state. They only joined activities or interviews when grandchildren showed interest and proactively approached them. They are visible everywhere, resources are available, but reaching them is genuinely difficult — they need proactive outreach.
为组织提供一套包含数据评估、反馈机制与标准化作业的增长工具包。A growth toolkit for organizations including data assessment, feedback mechanisms, and standardized operations.
针对30万规模的边缘存量人群进行行为干预与价值释放。Behavioral intervention and value release targeting the 300,000 strong marginal population.
攻克高防备、低参与意愿人群的精准触达与留存难题。Solving precise reach and retention challenges for high-guard, low-participation populations.
通过极低认知负荷的触点,实现用户从被动留存到主动交互的转化。Converting users from passive retention to active interaction through minimal cognitive load touchpoints.
自行整合社区花园组织,建立从调研到落地的完整合作链路。Self-organized integration of community garden organizations, establishing a complete collaboration chain from research to implementation.
一套标准化的社区共创活动运营流程,包含前期触达、活动设计、现场执行和后续留存的完整方法论。A standardized community co-creation activity operations workflow, covering the complete methodology from initial outreach, activity design, on-site execution, to subsequent retention.
下载手册 PDFDownload Handbook PDF帮助社区工作者快速生成适合"老漂族"群体的低门槛活动方案的工具包。A toolkit helping community workers quickly generate low-barrier activity plans suitable for the "laopiao" population.
下载工具包 PDFDownload Toolkit PDF通过极低认知负荷的触点设计,实现用户从被动留存到主动交互的转化。Converting users from passive retention to active interaction through minimal cognitive load touchpoint design.
我最初的研究的确识别出了关键挑战,但通过实践——在田野中做原型,我才能挑战自己的偏见。比如我对语言障碍的理解最初是肤浅的。实践揭示它不单单是理解层面的障碍,而是更深层的社会角色障碍:外来阿姨对于自己不同口音的不安全感和对被本地人排斥的恐惧。这一发现强化了原型测试的关键角色:它不仅是测试解决方案,更是揭示真正的深层问题。它也塑造了我接触难触达群体的原则。解决方案不是把聚光灯打在他们身上或直接提问,而是在他们既有的日常轨迹中与他们会面,用熟悉的话题和不施加压力的方式,正如我在设计原则中所展示的:低门槛触达与心理安全。
My initial research identified key challenges, but it was only through practice, prototyping in the field, that I could challenge my own biases. My understanding of the language barrier, for example, was initially superficial. Practice revealed it was not a barrier of comprehension, but a deeper social barrier of accent insecurity and fear of exclusion. This finding reinforces the critical role of prototyping: it is not just for testing solutions, but for uncovering the real problem. It also shaped my principles for engaging hard-to-reach groups. The solution is not to spotlight them or ask direct questions, but to meet them in their existing daily routines, using familiar topics and non-pressuring methods, as demonstrated in my design principles.
共创的目的不仅仅是获取所需信息,而是创造一个赋能的环境,让每个人都能一起想象社区的未来。我的原型迭代中一个关键的反思是最初复杂原型的失败(多主题花瓣)。这教会了我保持简单的重要性。这个原则不仅仅是让设计简单;它是关于厘清共创中的角色。居民在共创中的角色仅仅是提供他们的生活经验,而处理复杂性(例如需求分析)是设计师的工作。我的迭代原型通过将分析移到后台来隐藏复杂性,让前台保持简单、叙事化和有吸引力。保持简单,确保参与者不被抽象的设计任务所误导,不会失去耐心或感到困惑。在我的共创实践中,我最初试图用复杂的逻辑来标准化每个参与者的行动和反馈,希望让它们有意义。然而,这些限制性的方法也限制了参与者的思维。我学到一个特别重要的东西:有用的设计不是为我获得一个成功的结果,而是给人们自己的想象空间来表达自己,这是我真正深刻理解"less is more"的时刻。
The purpose of co-design is not just to get the desired information, but to create an enabling environment where everyone can imagine the community's future together. A key reflection from my prototype was the failure of my initial complex prototype (the multi-themes petals). This taught me the vital importance of keeping it simple. This principle is not just about making the design simple; it is about clarifying the roles in co-design. The designer's job is to handle the complexity (e.g., the analysis of needs). The resident's job is to provide their lived experience. My iterative prototype hid the complexity by moving the analysis to the backstage, allowing the front-stage to be simple, narrative, and engaging. Keeping it simple ensures participants are not burdened with abstract design tasks and do not lose patience or become confused. In my co-design practice, I initially tried to use complex logic to standardise every participant's action and feedback, hoping to make them meaningful. However, these restrictive methods also limited the participants' thinking. I learned that useful design is not about getting me a successful outcome but about giving people their own imaginative space to express themselves.
我的研究揭示了排斥问题是系统性的。因此,解决方案也必须是系统性的。我学到设计师最强大的工具不仅是建立原型并测试,而是理解系统并找到杠杆点的能力——在那里一个小的干预可以创造可持续的影响,这延伸到了项目本身应该用何种方式被传达给不同的人。一个关键的反思是关于利益相关者沟通。我的目标是支持外来群体,但如果将其表述为"去上海化",会遭到抵触。相反,我必须扮演表述者的角色。我学会了理解利益相关者的价值观——比如政府对包容性的目标。然后我将我的项目表述为"不是一种分裂行为,而是一种更包容的方法"来支持他们实现既定目标。这种框架构建对项目的采纳至关重要。
My research revealed that the problem of exclusion is systemic. Therefore, the solution must also be systemic. I learned that the designer's most powerful tool is not just the prototype but the ability to understand the system and find the leverage points where a small intervention can create a sustainable impact. This extended to how the project itself was communicated. A crucial reflection was on stakeholder communication. My goal was to support migrants, but framing this as de-Shanghai-ing would have been met with resistance. Instead, I had to act as a framer. I learned to understand the stakeholders' values—such as the government's goal of inclusive. I then framed my project not as a divisive act, but as a more inclusive method to support them in achieving their existing goal. This framing was essential for the project's adoption.
最后,这个项目明确了我作为服务设计师的角色。这个角色不是直接提供解决方案的赋能者或帮助者。我的角色更像是一个连接者。设计师应当理清并支持系统,而不是绕过它。我的服务(工具包)作为一个插件或桥梁,在两个方面发挥作用:它支持目标群体(外来阿姨)向利益相关者表达他们的需求,同时支持利益相关者(系统中已有的的实践者)触达他们。我很幸运能与织生合作,这是一个非常有能力的社会创新组织,他们是这个语境中真正的赋能者。这种合作至关重要,它让我的项目能够落地,将其从纯粹关于外来阿姨的学术研究转变为嵌入在实际社区参与语境中的真实实践。这个项目证实了可持续的服务设计必须依赖协作和支持现有系统变得更加包容。
Finally, this project clarified my own role as a service designer. This role is not that of an enabler or helper who directly provides solutions. My role shifted to becoming a connector. I learned that the designer supports the system rather than bypassing it. My service (the toolkit) acts as a plug-in or a bridge. It works in two ways: it supports the target group (migrant damas) in articulating their needs to stakeholders, and it supports the stakeholders (enablers already in the system) in reaching them. I was fortunate to collaborate with Clover Nature School, a highly capable social innovation organisation. They are the true enablers in this context. This partnership was crucial. It grounded my project, shifting it from purely academic research on migrant damas to a real practice embedded in an actual community engagement context. This project confirmed that sustainable service design must rely on collaboration and supporting the existing system to become more inclusive.
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通过构建动态决策框架,实现复杂多方组织的权责重构与效能翻倍。与伦敦 Camden、Brent、Westminster 区政府合作,重构一个权责分明、沟通顺畅、全民参与的治理模型。By building a dynamic decision-making framework, achieving power-responsibility restructuring and doubled efficiency for complex multi-stakeholder organizations. Partnering with London boroughs of Camden, Brent, and Westminster to reconstruct a governance model with clear accountability, smooth communication, and inclusive participation.
在伦敦三个政府交界处的 Kilburn 地区长期处于混乱之中。该地区横跨 Brent、Camden 和 Westminster 三个行政区,行政边界的割裂导致公共服务的碎片化,社区问题长期得不到系统性回应。为发挥地区居民能动性,三个政府联合成立 OneKilburn 社区治理组织(以下简称 OK),由政府牵头、管理专家协作、社区居民共治。OK 汇聚了 40+ 利益相关者,包括 20+ 当地商铺、10+ NGO 以及 3 个政府部门,试图通过协作治理模式改善社区现状。
The Kilburn area, located at the junction of three London boroughs — Brent, Camden, and Westminster — had long been in a state of disorder. The fragmentation of administrative boundaries led to siloed public services, leaving community issues unaddressed systemically. To empower local residents, the three borough councils jointly established OneKilburn (OK), a community governance organization led by government, supported by management experts, and co-governed by community residents. OK brought together 40+ stakeholders, including 20+ local shops, 10+ NGOs, and 3 government departments, aiming to improve community conditions through collaborative governance.
但在组织行动过程中,发现了很多问题:居民参与度低、组织管理混乱、任务执行缓慢、资金人员短缺。决策过程高度同质化,青年群体、少数族裔、低收入家庭的声音几乎完全缺席。为解决这些问题,OK 与 UAL(伦敦艺术大学)合作,分为 5 个小组,分别找寻不同主题下的解决方案:治理 / Governance、空间 / Place & Space、联络 / Communication、食物 / Food、年轻人 / Youth。
However, during operations, many problems emerged: low resident participation, chaotic organizational management, slow task execution, and shortages of funding and personnel. The decision-making process was highly homogeneous, with youth, ethnic minorities, and low-income families almost entirely absent. To address these issues, OK partnered with UAL (University of the Arts London), dividing into 5 sub-groups to explore solutions under different themes: Governance, Place & Space, Communication, Food, and Youth.
治理小组负责的工作是:生成更加清晰高效且可持续运转的组织治理模式。具体而言,需要重新设计决策流程——从旧的线性流程(组织→决策→执行→反馈)转向分级决策体系;同时构建管理框架——从依赖开放会议的扁平结构转向明确角色职责、划分管理层级的系统化框架,并通过人员流动机制实现共治、清廉与公平。
The Governance sub-group was responsible for: generating a clearer, more efficient, and sustainably operating organizational governance model. Specifically, this required redesigning the decision-making process — from the old linear flow (Organise → Decide → Implement → Report) to a tiered decision-making system; and building a management framework — from a flat structure reliant on open meetings to a systematic framework with clear roles, defined management tiers, and personnel mobility mechanisms achieving co-governance, integrity, and fairness.
桌面研究
Desk Research
田野调查
Field Research
角色扮演
Role-Playing
角色扮演模拟
Role-Playing Simulation
焦点小组
Focus Group
工作坊
Workshop
协作工作坊
Collaboration Workshop
洞察分析
Insight Analysis
OneKilburn 的组织架构并非"设计"出来的,而是在社区需求驱动下自然生长的。这种有机生长带来了灵活性,但也造成了严重的结构性混乱——没有人能完整描述组织的决策链路,子工作组之间的权责边界模糊不清。这种混乱恰恰是逆向工程的完美起点:不需要从零设计,而是需要"看见"已经存在的结构。OneKilburn's organizational structure was not "designed" — it grew organically driven by community needs. This organic growth brought flexibility but also severe structural chaos — no one could fully describe the organization's decision chain, and boundaries between sub-groups were blurred. This chaos was the perfect starting point for reverse engineering: no need to design from scratch, but to "see" the structure that already existed.
尽管 OneKilburn 已经运作多年,但在 Kilburn 社区中的知名度仍然很低。许多居民不知道这个组织的存在,甚至一些利益相关者也不清楚其他子工作组在做什么。信息在组织内部和外部的流动都存在严重障碍,导致资源无法有效整合,影响力难以扩大。Despite operating for years, OneKilburn remained largely unknown in the Kilburn community. Many residents were unaware of the organization's existence, and even some stakeholders didn't know what other sub-groups were doing. Information flow — both internally and externally — faced severe barriers, preventing effective resource integration and limiting impact.
子工作组之间的沟通完全依赖非正式渠道——微信群、口头传达、偶然的面对面交流。没有标准化的信息传递流程,没有会议纪要,没有决策记录。这导致信息在传递过程中不断失真,决策的执行也缺乏可追溯性。一个简单的议题往往需要在多个群聊中反复讨论,最终仍然无法达成共识。Communication between sub-groups relied entirely on informal channels — WeChat groups, word of mouth, chance face-to-face encounters. No standardized information flow, no meeting minutes, no decision records. This caused information distortion during transmission and made execution untraceable. A simple issue often required repeated discussions across multiple group chats, still failing to reach consensus.
参与 OneKilburn 决策过程的群体高度同质化——主要是中产阶级、中年以上的白人居民。青年群体、少数族裔、低收入家庭的声音几乎完全缺席。这种单一性不仅限制了决策的视野,也削弱了组织作为"社区代表"的合法性。一个真正有效的治理框架必须能够容纳多元的声音。Those participating in OneKilburn's decision-making were highly homogeneous — primarily middle-class, middle-aged and older white residents. Youth, ethnic minorities, and low-income families were almost entirely absent. This homogeneity not only limited decision-making perspectives but also undermined the organization's legitimacy as a "community representative." A truly effective governance framework must accommodate diverse voices.
伞状图将原本孤立的工作组联合在一起,实现了资源分享和整合,帮助各个工作组快速找到了自己的定位,确立了设计目标,大幅提高设计师工作效率。
The umbrella model united previously isolated sub-groups, enabling resource sharing and integration. It helped each sub-group quickly find their positioning, establish design objectives, and significantly improve designer workflow efficiency.
通过新旧决策-执行框架的对比,清晰展示了旧框架的缺点(完全扁平化、人员职能不匹配、流程推进慢)与新框架的优点(相对扁平、结构清晰、职能匹配、权责清晰、效率大幅提升)。
Through the comparison of old and new decision-execution frameworks, the drawbacks of the old framework (completely flat, mismatched roles, slow processes) and the advantages of the new framework (relatively flat, clear structure, matched functions, clear accountability, significantly improved efficiency) are clearly demonstrated.
"治理"这个主题确实对于我们来说比较困难,除了缺乏经验外还有对当地文化与政府工作的不熟悉。但所有的工作都离不开更高效的合作,而对于复杂系统来说,更高效的合作往往需要标准化流程和一个明确的框架。
The theme of "governance" was indeed difficult for us. Beyond our lack of experience, there was also unfamiliarity with local culture and government operations. But all work relies on more efficient collaboration, and for complex systems, more efficient collaboration often requires standardized processes and a clear framework.
我们在项目过程中经历了很长一段迷茫时期,不知道OK真正的需求是什么,但在我们自己进行了角色模拟扮演以后发现:我们自己遇到事情也不知道要去找谁,我们自己的任务有时与他人重复,有时一个活有很长时间没人在意,这归根结底就是权责不明确。而OK虽然划分了内部的部门和任务却没有明确每个部分的权力和责任,这才是导致管理混乱的真正原因。而我们通过访谈发现,OK内部的核心成员希望是一个扁平化的管理,他们不希望有结构和压迫。
We went through a long period of confusion during the project, not knowing what OK really needed. But after conducting role-playing simulations ourselves, we discovered: when encountering issues, we didn't know who to turn to; our tasks sometimes duplicated others'; sometimes a task went unnoticed for a long time. This ultimately comes down to unclear accountability. Although OK had divided internal departments and tasks, it hadn't clarified the power and responsibility of each part — this was the real cause of management chaos. Through interviews, we found that OK's core members wanted flat management — they didn't want hierarchy or oppression.
这给了我们动态决策模型的灵感,我们只给出清楚的框架保证任务在执行的时候可以顺利进行并且每一步都有可查的记录和文档,但是每个职责人员的选举交由OK内部投票决定。这样在不同项目侧重时期可以有不同的领导核心和执行核心以适应不同的任务需求,也满足了内部"公平"、"没有层级压迫"的需求。
This inspired our Dynamic Decision Model: we only provide a clear framework to ensure tasks proceed smoothly during execution, with verifiable records and documentation at every step. But the election of each responsible person is decided by internal OK voting. This way, different leadership cores and execution cores can emerge during different project phases to adapt to varying task demands, while also satisfying the internal desire for "fairness" and "no hierarchical oppression."
我们一开始被太过庞大和复杂的系统搞晕了方向,但幸好及时调整明确了我们的项目目标和与其他小组的合作任务。在整个模型设计过程中我们从设计师团队内部的合作模式获得灵感,将其延伸到NGO内部合作模式上,但当我们执行落地时不得不考虑非常复杂且多样的利益相关者系统。在有限的项目实践时间内,对于"治理"小组来说,更加重要的是完善好组织管理的底层逻辑,从而可以让五个小组的资源整合交换更加高效,并且对于其他产出更加偏向实际触点的小组来说,获得更加明确的指引和灵感。
We were initially overwhelmed by the overly large and complex system and lost our direction, but fortunately adjusted in time to clarify our project goals and collaboration tasks with other sub-groups. Throughout the model design process, we drew inspiration from our internal designer team collaboration model and extended it to NGO internal collaboration. But when implementing, we had to consider a very complex and diverse stakeholder system. Within the limited project timeline, for the "Governance" sub-group, it was more important to perfect the underlying logic of organizational management, thereby enabling more efficient resource integration and exchange across all five sub-groups, and providing clearer guidance and inspiration for other sub-groups whose outputs lean more toward practical touchpoints.
针对 2035 神经接口市场的商业伦理压测:通过构建 Nervora 品牌模型,识别感官管理服务在极速扩张中的系统性伦理风险与阶级分化陷阱。 A commercial ethics stress test targeting the 2035 neural interface market: by constructing the Nervora brand model, identifying systemic ethical risks and class stratification traps in the rapid expansion of sensory management services.
2035年,日常生活被多感官信息彻底淹没。清晨醒来,智能枕头释放着定制的唤醒香气;走出公寓,走廊的墙面根据你的情绪状态变换着色温与纹理;地铁里,定向声波广告精准地只传入你的左耳。每个空间都层叠着气味、触感、光影、震动反馈、环境音和语音界面——它们彼此交织,构成了一张无形的感官网络。企业竞相通过"全感官营销"争夺用户的注意力份额,购物中心甚至能根据你的瞳孔扩张程度实时调整背景音乐节奏。
In 2035, daily life is saturated with multi-sensory information. You wake to a smart pillow releasing a custom wake-up scent; step outside to hallway walls that shift colour temperature and texture based on your emotional state; enter the metro where directional audio ads target precisely your left ear. Every space is layered with smells, textures, lights, haptic feedback, ambient sound, and voice interfaces — interwoven into an invisible sensory network. Corporations compete via "full-spectrum sensory marketing" for attention share, and shopping malls can even adjust background music tempo in real-time based on your pupil dilation.
人们开始出现"感官过载综合征":情绪疲劳、决策瘫痪、注意力碎片化,以及一种更深层的不安——你无法确定此刻感受到的"喜欢"或"厌恶",究竟是真实的自我反应,还是某套算法精心编排的结果。道德判断变得迟钝,因为每一个感官刺激背后都隐藏着商业意图,而你已经分不清哪些体验是属于自己的。
People began developing "Sensory Overload Syndrome": emotional fatigue, decision paralysis, attention fragmentation, and a deeper unease — the inability to determine whether the "liking" or "dislike" you feel in any moment is a genuine self-response or an algorithmically choreographed output. Moral judgement grows numb, because behind every sensory stimulus lurks a commercial intent, and you can no longer tell which experiences truly belong to you.
为了应对这场无声的危机,人们开始订阅感官管理服务。Nervora 是市场领导者之一:一款通过穿戴设备与AI调节协作,达到"仅仅通过接触就可以调节感官"的神经接口设备,允许用户实时监控、降低或选择性过滤感官输入。它追踪你的"感官健康分数",并为不同公共空间提供预设的"防火墙模式"——在商场里屏蔽嗅觉广告,在开放办公区降低环境噪音,在社交场合保留情感触觉但过滤掉操控性震动。用户第一次获得了对自己感官世界的控制权。
To cope with this silent crisis, people began subscribing to sensory management services. Nervora emerged as a market leader: a neural interface device worn behind the ear, allowing users to monitor, reduce, or selectively filter sensory input in real-time. It tracks your "Sensory Health Score" and offers preset "firewall modes" for different public spaces — block olfactory ads in shopping malls, lower ambient noise in open offices, preserve emotional touch while filtering manipulative vibrations in social settings. For the first time, users gained control over their own sensory world.
但控制从来不是免费的。Nervora 的用户在获得"感官主权"的同时,也成为了全球最大的神经行为数据库的一部分。每一次过滤决策、每一条感官偏好数据,都被匿名化后用于训练下一代预测模型。用户以为自己是在保护自己,实际上他们正在帮助系统更精准地理解——并最终影响——人类的感官决策机制。这便是 Nervora 的核心悖论:你用来防御感官操控的工具,本身正在成为最精密的操控基础设施。
But control is never free. While gaining "sensory sovereignty," Nervora users also became part of the world's largest neuro-behavioural database. Every filtering decision, every sensory preference data point, was anonymised and fed into training next-generation predictive models. Users believed they were protecting themselves; in reality, they were helping the system more precisely understand — and ultimately influence — human sensory decision-making mechanisms. This is Nervora's core paradox: the tool you use to defend against sensory manipulation is itself becoming the most sophisticated manipulation infrastructure ever built.
趋势研究矩阵:从情感/无形到身体/有形 × 从公共/政策到个人Trend Matrix: Emotional/Intangible to Physical/Body × Public/Policy to Personal
Aurora Sense 是 Nervora 的核心产品——一款柔性可穿戴设备,可佩戴在不同身体部位,帮助用户管理感官输入。配合移动端 App,用户可以实时监控"感官状态"、切换预设模式、或自定义感官过滤方案。
Aurora Sense is Nervora's core product — a flexible wearable device that can be worn on different body parts, helping users manage sensory input. Paired with a mobile app, users can monitor their "sensory stats" in real time, switch between preset modes, or customise sensory filter settings.
通过 Pro 版"过滤特权"的设计,验证了"自由"如何在资本逻辑下被转化为阶级鸿沟。Basic 用户被迫承受公共空间的感官轰炸,而 Pro 用户获得了"感官避难所"——这不是技术能力的差异,而是付费门槛制造的不平等。当"身体自主权"成为订阅商品时,自由的定义本身就被市场力量改写了。
Through the Pro tier's "filtering privilege" design, we validated how "freedom" is transformed into a class divide under capitalist logic. Basic users are forced to endure sensory bombardment in public spaces, while Pro users gain "sensory sanctuaries" — this isn't a difference in technological capability, but inequality manufactured by paywalls. When "bodily autonomy" becomes a subscription commodity, the definition of freedom itself is rewritten by market forces.
感官过载的世界不是未来——它就是现在。我只想要对自己感官的控制权!The sensory overload world is not the future — it's the present. I just want control over my own senses!
原型2.0测试参与者Prototype 2.0 Participant我是一名游戏设计师,我会很喜欢这个设备——它给我更多灵感。I'm a game designer. I'd love this device — it gives me more inspiration.
原型3.0测试参与者Prototype 3.0 Participant如果资本主义制造了这个世界,你怎么证明Nervora不是另一种控制?If capitalism made this world, how can you prove Nervora isn't just another kind of control?
原型3.0测试参与者Prototype 3.0 Participant我宁愿住在安静的地方,避开所有这些感官刺激。I'd rather live somewhere quiet and avoid all this sensory stuff.
原型3.0测试参与者Prototype 3.0 Participant通过 Research through Design (RtD) 方法,以 Nervora 为战略沙盘,进行四轮系统性压测——从识别市场机会到揭示"解决方案"本身的危险性。每一轮迭代不是"改进产品",而是"升级问题意识"。
Using Research through Design (RtD), with Nervora as a strategic sandbox, we conducted four rounds of systemic stress testing — from identifying market opportunities to revealing the dangers of the "solution" itself. Each iteration didn't "improve the product" — it "upgraded problem awareness."
大多数人并不关注这些感官体验如何影响他们的选择,而是对技术本身更感兴趣。许多人表示他们在现实生活中已经接收到过多的感官输入——更多的输入只会让他们感到不堪重负。
Most people didn't focus on how sensory experiences affected their choices — they were more interested in how the technology worked. Many said they already receive too much sensory input in real life. More input just made them feel overwhelmed.
人们不都以相同方式回应信息。有些被大声的声音压倒,而另一些则在明亮的视觉或强烈的气味中挣扎。每个人都有独特的感官阈值——与其强迫所有人接受"一刀切"的方案,不如将焦点转向赋予人们自主权。
People don't all react the same way to information. Some are overwhelmed by loud sounds, while others struggle with bright visuals or strong smells. Each person has unique sensory thresholds — rather than forcing everyone into a "one-size-fits-all" solution, we shifted our focus to giving people agency.
我们意识到无法证明Nervora不是问题的一部分。我们选择了用商业形式来呈现"将身体自主权还给人们",想要与公众实现"双赢"。我们将公众的痛苦视为我们的机会,而没有真正触及痛苦的根源。我们无意识地陷入了监控资本主义的陷阱。
We realised we couldn't prove Nervora wasn't also part of the problem. We chose to present "returning bodily autonomy to people" in a commercial form, wanting to achieve a "win-win" with the public. We viewed the public's pain as an opportunity for us, without truly addressing the root of the pain. We unconsciously fell into the trap of surveillance capitalism.
Nervora成为技术资本主义的象征——它制造感官混乱,同时向人们出售感官调节服务。它用看似包容和以用户为中心的语言,将潜在的技术风险转嫁给不知情的用户。当技术和人们的身体自主权都被资本主义控制时,本应改善生活的技术最终只惠及一小部分人。
Nervora becomes a symbol of technological capitalism — it creates sensory chaos while selling sensory regulation services to people. It uses seemingly inclusive and user-centred language to shift potential technological risks onto unsuspecting users. When technology and people's bodily autonomy are controlled by capitalism, the technology that was supposed to improve lives ends up only benefiting a small group.
我们制作了一部讽刺短片:同一部电梯,不同阶层的人体验着完全不同的感官世界。电梯内充斥着多感官广告——但只有付费订阅了Nervora Pro的用户才能"过滤"这些侵入式的感官输入。
We created a satirical short film: the same elevator, but people of different classes experience entirely different sensory worlds. The elevator is filled with multi-sensory advertisements — but only those who subscribe to Nervora Pro can "filter" these intrusive sensory inputs.
这个短片体现了项目的核心洞察:当感官管理成为一种付费服务时,"自由"本身就变成了阶级分化的工具。那些负担不起订阅费用的人,被迫在公共空间中承受企业精心设计的感官轰炸。
This short film embodies the project's core insight: when sensory management becomes a paid service, "freedom" itself becomes a tool of class division. Those who can't afford subscriptions are forced to endure corporate-designed sensory bombardment in public spaces.
识别出 Nervora 的悖论逻辑:它通过制造"感官熵增"的宏观环境,来推销局部的"秩序订阅"。这种人为设计的系统性内耗证明了:当技术解决方案被资本驱动时,它倾向于维持并收割其声称要解决的危机。Identified Nervora's paradoxical logic: by engineering a macro-environment of "sensory entropy," it sells localised "order subscriptions." This deliberately designed systemic friction proves: when tech solutions are capital-driven, they tend to sustain and harvest the very crises they claim to resolve.
Nervora 的 Pro 版并非提供个性化,而是进行"防御权的拍卖"。当"感官自主权"从基本人权退化为订阅制资产时,技术便完成了对自由的重新定义——自由不再是本能,而是通过支付能力获得的特权空间。Nervora's Pro tier doesn't offer personalisation — it conducts an "auction of defence rights." When "sensory autonomy" degrades from a fundamental right to a subscription asset, technology completes the redefinition of freedom — freedom is no longer instinct; it's a privileged space accessed through purchasing power.
验证了大数据在预测"人类直觉拒斥"方面的失效。真正的风险预判不来自数据模拟,而来自对用户"微观恐惧"的捕捉。设计师的价值在于识别那些无法被指标化、却足以颠覆整个技术生态的非线性社会反弹。Validated the failure of big data in predicting "intuitive human rejection." True risk anticipation doesn't come from data simulation, but from capturing users' "micro-fears." The designer's value lies in identifying non-linear social backlash — those things that resist metricisation yet possess the power to destabilise entire tech ecosystems.
揭露了企业如何利用"包容性设计"作为矿机,开采边缘化社群的生存智慧。这种"认识论暴力"不仅抹去了人的存在,更通过将他们的感官补偿机制转化为商业专利,完成了对弱势群体最后领地的资源收缴。Exposed how corporations weaponise "inclusive design" as mining equipment, extracting survival wisdom from marginalised communities. This "epistemic violence" doesn't merely erase human existence — by converting their sensory compensation mechanisms into commercial patents, it completes the resource seizure of vulnerable groups' last remaining territory.
这个项目彻底改变了我对设计师角色的理解。在Prototype 1.0和2.0中,我依旧遵循传统设计流程:发现用户痛点,然后设计解决方案。但在Prototype 3.0中,当我意识到Nervora并作为一个有商业价值的公司,而公司就意味着"需要赚钱"时,我经历了一次认知迭代:也许真正需要设计的不是"更好的产品",而是"更好的问题"。
This project fundamentally changed my understanding of the designer's role. In Prototypes 1.0 and 2.0, I followed the traditional design process: identify user pain points, then design solutions. But in Prototype 3.0, when I realised Nervora was a commercially viable company — and companies mean "needing to make money" — I experienced a cognitive rupture: perhaps what truly needs designing isn't a "better product" but a "better question."
在构建Nervora品牌的过程中,我的亲身体验告诉我:"设计伦理"不是事后审查,而是需要在设计过程的每一步都保持的警觉。当我们用商业叙事来包装"将身体自主权还给人们"时,我们实际上正在做我们要反对的事情。这种自我觉察让我在后续的设计实践中更加注重伦理预判。
While building the Nervora brand, my personal experience taught me: "design ethics" is not a post-hoc review but a vigilance that must be maintained at every step of the design process. When we used commercial narratives to package "returning bodily autonomy to people," we were actually doing the very thing we claimed to oppose. This self-awareness has made me more attentive to ethical anticipation in my subsequent design practice.
在一个4人跨学科团队中(服务设计、产品设计、艺术科技),我主要负责科技调研、用户研究、原型迭代方向、音频设计和视频剪辑。我的应用化学背景赋予了我分析性思维,让我能够在复杂的感官体验设计中保持逻辑清晰。同时,我学会了如何将抽象的批判性概念转化为引人入胜的视觉叙事。
In a 4-person cross-disciplinary team (service design, product design, art & technology), I led technology research, user research, prototyping direction, audio design, and video editing. My applied chemistry background gave me analytical thinking that kept logic clear amid complex sensory experience design. At the same time, I learned to translate abstract critical concepts into compelling visual narratives.
传统的"以用户为中心"设计方法持续为那些已经享有特权的、与数字世界相连的人群带来渐进式改进,却忽视了数字技术的更广泛的环境和社会政治影响。如果设计师只是"跟随趋势"并用现有资源解决用户问题,而不不断反思"趋势"背后的原因,我们很可能成为资本主义剥削人民的同谋。
Traditional "user-centred" design approaches continue to deliver progressive improvements for those already privileged and connected to the digital world, while ignoring the broader environmental and socio-political impacts of digital technology. If designers merely "follow trends" and solve user problems with existing resources without constantly reflecting on the reasons behind the "trends," we risk becoming accomplices to capitalist exploitation.
服务设计的系统设计理论通过共创挑战单一的人类中心设计。但在实际应用中,它仍然倾向于将用户更多地视为现有的消费者。这个项目让我认识到:真正有价值的设计实践,需要跳出当前语境,从不同角度思考问题——只有这样,许多问题的根本原因才会变得更加明显。
Service design's systematic design theory challenges single human-centred design through co-design. But in practical application, it still tends to treat users more as existing consumers. This project made me realise: truly valuable design practice requires stepping outside our current context and thinking about problems from different angles — only then do the root causes of many issues become apparent.
在大数据预测失效的极端场景下,通过 Ethnographic Research(民族志调研)捕捉数据盲区中的社会反弹信号。数据分析非常迅速且能够总结出一定规律并实现预测,但用户数据所展现的东西往往是已经有了的东西——它是过去的投影,而非未来的可能。在我们的原型测试中,许多关键洞察并非来自问卷或分析报告,而是来自观察用户与原型交互时的微表情、犹豫和自发的评论。一个用户在体验Nervora感官过滤功能时突然说出的"这让我想起噪音很大的工厂"——这种在数据中永远不会出现的个人联想,恰恰揭示了产品可能触及的深层心理机制。真正有价值的创新,需要把眼光放到那些数据没有告诉我们的东西上。一手调研让我们能够捕捉到这些"数据盲区"中的信号,然后用定量数据来佐证和放大这些发现。数据是验证工具,而非灵感来源。
In extreme scenarios where big data prediction fails, Ethnographic Research captures social backlash signals in data blind spots. Data analysis is fast and capable of identifying patterns and making predictions, but what user data reveals is often what already exists — a projection of the past, not a possibility of the future. In our prototype testing, many key insights came not from surveys or analytical reports, but from observing users' micro-expressions, hesitations, and spontaneous comments. When one user suddenly said "this reminds me of a really loud factory" — a personal association that would never appear in any dataset — it precisely revealed the deep psychological mechanisms the product might touch. Truly valuable innovation requires looking beyond what data tells us. First-hand research allows us to capture signals in these "data blind spots," then use quantitative data to validate and amplify these findings. Data is a validation tool, not a source of inspiration.
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为认知障碍人士设计的季度创意活动订阅盒。通过精心设计的触点体验 — 从拆盒到创作到分享 — 让每个人都能享受创作的乐趣与尊严。A quarterly creative activity subscription box designed for individuals with cognitive disabilities. Through carefully crafted touchpoint experiences — from unboxing to creating to sharing — everyone can enjoy the joy and dignity of creation.
Dag Panda 是比利时非营利组织 vzw Kompas 运营的包容性平台,为认知障碍人士提供在线社区和参与机会。Creabox 是其核心服务之一:一个按季度配送的创意活动订阅盒,每个盒子包含三个月的活动材料。这个盒子与 KOMPAS 的关怀学习服务紧密结合,是订阅服务体系中的关键触点。
Dag Panda is an inclusive platform run by Belgian non-profit vzw Kompas, providing online community and participation opportunities for individuals with cognitive disabilities. Creabox is one of its core services: a quarterly creative activity subscription box containing materials for three monthly activities. The box is tightly integrated with KOMPAS's care and learning services, serving as a key touchpoint in their subscription system.
设计挑战的核心矛盾在于:如何为认知障碍人士设计既"简单易上手"又"不幼稚、有尊严"的创意活动?活动必须是当代的、酷的、与年龄相符的,而非居高临下的"特殊教育"。我们只有5天时间来完成10-12月三个月的盒子设计雏形,并给出后续设计的标准化建议。
The core design tension: how to create activities that are "easy to follow" yet "not childish, dignified" for people with cognitive disabilities? Activities must be contemporary, cool, and age-appropriate, not patronizing "special education." We had only 5 days to deliver a design prototype for October–December, along with standardized recommendations for future boxes.
团队通过映射认知挑战的四个维度:注意力、记忆力、规划能力、感知能力,推导出四条设计原则:Simple、Clear、Highly Visual、Fun。这四条原则不仅指导了三个月的活动设计,更成为了 Activity Generating Framework 的核心逻辑,确保未来每一个新盒子都能维持一致的品质和包容性。
By mapping four cognitive challenge dimensions: attention, memory, planning, perception, the team derived four design principles: Simple, Clear, Highly Visual, Fun. These principles not only guided the three-month activity design but became the core logic of the Activity Generating Framework, ensuring every future box maintains consistent quality and inclusivity.
我们的主要服务人群是认知障碍人士(智力、心理等)。他们比我们想象的更有自理能力和自我意识,普遍的挑战是注意力难以长时间集中,但他们渴望参与当代的、有尊严的创意活动。
Our primary users are individuals with cognitive disabilities (intellectual, psychological, etc.). They have more self-care ability and self-awareness than we imagined. Their common challenge is difficulty maintaining attention, yet they desire contemporary, dignified creative activities.
打破偏见:认知障碍 ≠ 无法创造。他们不需要"更简单的儿童活动",而是需要经过精心拆解的、有尊严的成人创意体验。Panda 吉祥物的角色是"陪伴者"而非"可爱化",高饱和色彩的设计确保吸引力而不让用户感到被"特殊化"。
Breaking Bias: Cognitive disability ≠ inability to create. They don't need "simpler children's activities" but carefully deconstructed, dignified adult creative experiences. The Panda mascot is a "companion," not a cute-ification. High-saturation colors ensure engagement without making users feel "special-treated."
利益相关者价值映射 · 认知挑战维度研究 · 服务生态系统梳理
Stakeholder value mapping · Cognitive challenge dimension research · Service ecosystem mapping
设计原则推导 (Simple/Clear/Visual/Fun) · 价值主张图 · Activity Generating Framework 概念成型
Design principles derivation · Value proposition map · Activity Generating Framework concept
3 层盒结构设计 · Panda 吉祥物系统 · 步骤说明 (纸质+视频) · 倒数日历 · 贴纸奖励
3-layer box design · Panda mascot system · Step instructions (paper + video) · Countdown calendar · Sticker rewards
最终产品 · 展览展示 · 客户反馈收集
Final product · Exhibition showcase · Client feedback collection
用户分析 · 价值映射
User Analysis · Value Mapping
认知维度研究
Cognitive Dimension Research
用户画像
User Persona
服务生态系统
Service Ecosystem
快速提案
Quick Pitch
设计讨论
Design Discussion
比设计 3 个活动更重要的是设计一个能持续生成合适活动的框架。Activity Generating Framework 让 Kompas 团队可以在未来独立创建新的季度内容 — 这是一个为快速、批量生成后续订阅盒而设计的标准化系统。
More important than designing 3 activities is designing a framework that can continuously generate appropriate activities. The Activity Generating Framework enables the Kompas team to independently create new quarterly content in the future — a standardized system designed for rapid, batch generation of subsequent subscription boxes.
认知障碍人士需要的不是"更简单的儿童活动",而是经过精心拆解的、有尊严的成人创意体验。Panda 吉祥物的存在不是"可爱化",而是"陪伴者"角色。高饱和色彩和动手活动的设计,确保了活动既有吸引力又不会让用户感到被"特殊化"对待。
People with cognitive disabilities need carefully deconstructed, dignified adult creative experiences — not "simpler children's activities." The Panda mascot is a "companion," not a cute-ification. High-saturation colors and hands-on activities ensure engagement without making users feel "special-treated."
从收到盒子那一刻起,体验就开始了。3 层结构 + 撕条 + 倒数日历 + Panda 引导 + 贴纸奖励,每一个物理触点都在传递"你被认真对待"的信号。贴纸集点卡将单次活动转化为持续的参与动机。
The experience begins the moment the box arrives. 3-layer structure + tear strips + countdown calendar + Panda guidance + sticker rewards — every physical touchpoint communicates "you are taken seriously." The sticker card transforms single activities into sustained engagement.
比设计 3 个活动更重要的是设计一个"能持续生成合适活动的框架"。Activity Generating Framework 让 Kompas 团队可以在未来独立创建新的季度内容,确保品质和包容性的一致性。
More important than designing 3 activities is creating a framework that continuously generates appropriate ones. The Activity Generating Framework empowers Kompas to independently create future quarterly content with consistent quality and inclusivity.
Vlog 分享、展览展示、与 Box makers 见面,这些"分享触点"将原本孤立的居家创作活动转化为社会参与,打破认知障碍人群的社交隔离。从个体创作到社区连接,这是服务设计最核心的价值。
Vlog sharing, exhibitions, meeting Box makers — these "sharing touchpoints" transform isolated home activities into social participation, breaking social isolation. From individual creation to community connection — this is the core value of service design.
我们非常激动能够看到你们的设计!We are very excited to see your design!
这类群体比我们想象的更有自理能力和自我意识。他们普遍的挑战是注意力难以长时间集中,因此我们没有采用过于幼稚的图案和语言,而是用简单但高饱和的色彩抓住他们的眼球。活动设计以动手为主,避免需要长时间专注的脑力活动,同时充分考虑到他们的尊严、身体状况和所处环境。
This group has more self-care ability and self-awareness than we imagined. Their common challenge is difficulty maintaining attention, so we avoided childish graphics and language, instead using simple yet high-saturation colors. Activities are hands-on, avoiding mentally demanding tasks, while fully respecting their dignity, physical conditions, and environment.
作为触点实验室的项目,Creabox 最核心的启示是:在服务设计中,每一个物理触点都是一次"对话"。盒子不只是容器,撕条不只是分隔,日历不只是工具,它们都在向用户传递"我们认真对待你的体验"这个信号。贴纸集点卡将单次活动转化为持续的参与动机,将个体创作与社区分享连接起来。
As a Touchpoint Lab project, Creabox's core insight is: in service design, every physical touchpoint is a "conversation." The box is not just a container, the tear strip is not just a divider, the calendar is not just a tool — they all communicate: "we take your experience seriously." The sticker collection card transforms single activities into sustained engagement motivation, connecting individual creation with community sharing.
比设计 3 个活动更重要的是设计一个能持续生成合适活动的系统。Activity Generating Framework 让 Kompas 团队可以在未来独立创建新的季度内容。它的价值在于可迁移性:同样的逻辑可以应用于儿童教育、老年关怀、甚至日常产品的无障碍设计。Creabox 让我重新理解了"包容性设计"的含义:它不是为"特殊人群"做"特殊设计",而是理解人类认知的多样性,然后为所有人设计更好的体验。
More important than designing 3 activities is creating a system that can continuously generate appropriate ones. The Activity Generating Framework empowers the Kompas team to independently create future quarterly content. Its value lies in transferability: the same logic can apply to children's education, elderly care, and everyday product accessibility. Creabox reshaped my understanding of "inclusive design": it's not about making "special designs" for "special populations" — it's about understanding the diversity of human cognition and designing better experiences for everyone.
通过实体游戏化装置重塑安全教育,以"行为助推"引导用户在互动中自主掌握锁车策略。Reshaping security education through a gamified physical installation, using behavioural nudges to guide users in mastering locking strategies autonomously.
伦敦每 7 分钟就有一辆自行车被盗。尽管许多师生选择自行车作为通勤方式,但我们的调研发现,绝大多数盗窃是由于错误或无效的锁车方法导致的。更为严峻的是,LCC 校园的停车区域仅有 2 个 CCTV 摄像头覆盖,物理安全设施严重不足。
A bike is stolen every 7 minutes in London. Although many students and staff commute by cycling, our research revealed that the vast majority of thefts result from incorrect or ineffective locking methods. Compounding this, the LCC campus parking area is covered by only 2 CCTV cameras, making physical security severely inadequate.
传统的安全教育往往陷入"权威说教"的无效循环,导致用户产生防御心理。Locksmart 是一个放置在 LCC 图书馆的互动游戏装置,我们将"锁车知识教育"转化为"在游戏中的自主学习"。它不提供唯一完美的答案,而是通过行为助推(Nudge),赋予用户平衡安全性与心理成本的自主权。
Traditional safety education often falls into the ineffective trap of "authoritative lecturing," causing user defensiveness. Locksmart is an interactive game installation at the LCC library that transforms "security compliance" into "autonomous learning through gameplay." It doesn't dictate a single perfect solution; instead, it uses behavioral nudges to empower users to balance actual security with their psychological thresholds.
收集了 Ricardo、Jessica、Hafi 等受害者的语音证词,深入了解被盗经历和心理影响。
Collected voice testimonies from victims including Ricardo, Jessica, and Hafi, deeply understanding theft experiences and psychological impact.
对 LCC 停车设施进行系统性安全审计,发现仅 2 个摄像头覆盖整个区域,安全设施严重不足。
Conducted systematic safety audit of LCC parking facilities. Found only 2 CCTV cameras covering the entire area with severely insufficient security infrastructure.
偷车行为太难从偷窃方干预。我们能接触到的最有效的介入点是提高用户本身的安全意识。安全的锁车方案不一定要完美,而是达到一个门槛,平衡实际安全性和用户心理成本。
Bike theft is too difficult to intervene from the thief's side. The most effective intervention point we can reach is improving user awareness. A secure locking solution doesn't need to be perfect — it needs to reach a threshold that balances actual security with user psychological cost.
数字 + 物理结合的测验和手册,测试用户锁车知识。Digital + physical quiz and manual to test user locking knowledge.
需要降低学习曲线,需要更多与用户的互动。Need to lower the learning curve. Need more interaction with users.
UAL 系统上的 Widget + 简洁明亮的传单,尝试触达更多用户。UAL system Widget + clean, bright flyers attempting to reach more users.
未达预期,促成核心策略转向 — 发现单向的数字界面无法建立物理感知,决定全面转向实体游戏化方案。Unmet expectations, triggering a core strategy pivot — discovered that one-way digital interfaces cannot build physical awareness. Decided to fully pivot to physical gamification.
锁车游戏 + 奖励系统 + 评分 + 排行榜。53 名参与者,2 小时互动测试。Locking game + rewards + scoring + leaderboard. 53 participants, 2-hour interaction test.
"It's REALLY FUN!" — 游戏化有效,但自助版测试发现参与度低,需要增强引导。"It's REALLY FUN!" — Gamification works, but DIY test showed low engagement. Need enhanced facilitation.
最终方案:将游戏打包为独立完整单元,设计更加直观和有吸引力,任何用户都可以自主使用。Final solution: Package the game as a standalone unit. More intuitive and attractive design for self-service use.
双重焦点(参与度 + 意识提升)、精简用户体验、价值驱动的奖励系统、增强引导。Dual focus (engagement + awareness), streamlined UX, value-driven rewards, enhanced facilitation.
Locksmart Guided Game 是一个放置在 LCC 图书馆中的互动式实体游戏装置。用户通过 5 个步骤体验完整流程:选择锁具 → 锁车 → 查看分数 → 获得徽章 → 查看手册。该装置并没有单单提供一份完美的锁车解决方案,而是通过游戏告知哪些步骤更加重要,给予用户自主选择权。
Locksmart Guided Game is an interactive physical game installation placed in the LCC library. Users experience a 5-step flow: Choose Locks → Lock the Bike → Check Score → Pick a Badge → Read Manual. Rather than providing a single perfect locking solution, the game teaches which steps matter most, giving users autonomy to adapt to their own scenarios.
从 Cable Lock、D-Lock、Chain Lock、不锁 中选择Choose from Cable Lock, D-Lock, Chain Lock, or Skip
在自行车上模拟操作锁车Simulate locking on the bike
系统根据锁车方式给出安全等级与负重评估System evaluates security level and weight cost
根据分数获得对应等级徽章Earn a badge matching your rank
阅读安全锁车手册获取知识Read the safety manual for knowledge
每把锁拥有两个属性:安全值(正向)和负重代价(负向)。D-Lock 安全最高但较重,Cable 最轻但几乎无防护。不同锁定位置也有权重差异:车架 ×1.3 > 后轮 ×0.8 > 前轮 ×0.7。Each lock has two attributes: security (positive) and weight (negative). D-Lock offers max security but is heavier; Cable is lightest but barely protective. Position multipliers: Frame ×1.3 > Rear ×0.8 > Front ×0.7.
根据最终安全值获得对应等级:Baby Cyclist → Novice Cyclist → Leisure Cyclist → Pro Cyclist。分数不是越高越好——游戏旨在帮助你找到安全与便利之间的平衡点。Earn a rank based on your final security score: Baby Cyclist → Novice Cyclist → Leisure Cyclist → Pro Cyclist. Higher isn't always better — the game helps you find your own balance between security and convenience.
完成游戏后可查阅安全锁车手册,获取专业锁车建议:购买高质量 D-Lock、优先锁车架、停在有 CCTV 的区域、在 bikeregister.com 注册车辆等都可以提高安全系数。After the game, read the safety manual for professional locking tips: invest in a quality D-Lock, prioritize the frame, park near CCTV, register at bikeregister.com — all of which can improve your security score.
安全教育不应是与用户"防御机制"的博弈。我们将规范转化为游戏挑战,利用求胜欲实现无感知的知识输入。
Security education shouldn't be a battle against user defensiveness. We transform compliance into gameplay, leveraging competitive drive for seamless knowledge input.
数字化方案无法模拟锁具的物理质感。通过真实的实体操作建立"体感记忆",比任何数字界面都更能内化安全意识。
Digital solutions cannot simulate physical tactility. Building "somatic memory" through hands-on operation internalises security awareness far better than any digital interface.
设计不追求绝对安全,而追求用户成本与安全阈值的平衡。赋予用户决策权,在真实场景中寻找最优解。
Design doesn't seek absolute security, but a balance between user cost and security thresholds. Empowering users to find the optimal solution in real-world scenarios.
"It's REALLY FUN! I never know that my locking skill sucks... I'll take my friends here."
"Oh! That's the important part." — User reaction when learning about frame locking.
安全教育最大的敌人是用户的"防御心理"。传统的贴海报和警告邮件本质上是单向的"说教(Lecturing)",它假定用户是无知的。Locksmart 的核心转变在于,我们把安全规范包装成了一个有挑战性的游戏。在挑选锁具、被系统评分、拿到"新手"或"专家"徽章的几分钟里,用户经历了试错、反馈和顿悟。知识不是被强行塞进大脑的,而是在为了"赢得游戏"的过程中被无感输入的。这证明了在触点设计中,趣味性往往是通往功能性最快的捷径。
The greatest enemy of safety education is user defensiveness. Traditional posters and warning emails are essentially one-way "lecturing," assuming user ignorance. Locksmart's core shift lies in packaging security compliance as a challenging game. In the few minutes of picking a lock, being scored, and earning a badge, users experience trial, error, and epiphany. Knowledge isn't forced into the brain; it's seamlessly absorbed in the pursuit of "winning." This proves that in touchpoint design, playfulness is often the fastest route to functionality.
在这个项目中,我们经历了四轮剧烈的原型迭代。如果仅仅停留在第一轮的 Desk Research 或数字数据分析上,我们可能永远只会得出一个"需要加强宣传"的平庸结论。当 Proto 2 的传单被扔进垃圾桶,而 Proto 3 的实体装置前排起了队时,物理空间的真实交互给了我们最震撼的答案。服务设计不是纸上谈兵的逻辑推演,它是建立在真实世界的泥泞之上的。有时候,做一个粗糙的纸板模型丢到街上被用户拒绝,比在电脑前分析一万条数据更能看清问题的本质。
We went through four drastic iterations in this project. Had we stopped at Desk Research or data analysis, we might have concluded with a mediocre "need more promotion." When Proto 2 flyers were binned while Proto 3's physical installation drew lines, real-world interactions gave us the most profound answers. Service design isn't armchair logic; it's built on the mud of reality. Sometimes, a rough cardboard prototype rejected on the street reveals the truth far better than analyzing ten thousand data points behind a screen.
当我们把枯燥的"防盗指南"翻译成生动的"互动装置"时,我深刻理解了"表达的利他性"。设计师在这里扮演的不是一个高高在上的教育者,而是一个翻译官和引导者。我们消耗自己的算力和时间,去构建一个精密的物理触点,目的是为了降低用户的认知负荷。这种为了让他人更轻松、更愉快而进行的表达设计,正是服务设计最温柔的底色。
When we translated a boring "anti-theft guide" into a vivid "interactive installation," I deeply understood the "altruism in expression." The designer isn't a condescending educator, but a translator and facilitator. We consume our own cognitive load and time to build precise physical touchpoints, aiming to lower the user's cognitive burden. This design of expression—made to make others' lives easier and more joyful—is the gentlest essence of service design.
点击左侧播放按钮开始音频,然后点击"下一步"逐步推进你的冥想旅程。
Click the play button on the left to start the audio, then click "Next" to advance through your meditation journey.
整个互动过程约 2 分 30 秒
Approximately 2 minutes 30 seconds
这里是潜意识的非线性采样。没有结构,没有结论,只有在特定时空坐标下,被现实世界触发的神经放电。
Non-linear sampling of the subconscious. No structures, no conclusions—only neural firings triggered by the physical world at specific coordinates.
Engram — 构成潜意识的灵感碎片