系统实验室
Systemic Lab
感官实验室
Sensory Lab
触点实验室
Touchpoint Lab
EXP-001 穿过花园 / Across the Garden PathAcross the Garden Path
系统实验室Systemic Lab
穿过花园 - 社区共创活动现场

穿过花园Across the Garden Path

Across the Garden PathAcross the Garden Path

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.

轻量化决策行为设计Lightweight Decision Design 高潜增量用户激活Hidden Segment Activation 利益相关者连接Stakeholder Connection 资源整合Resource Integration
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300,000 外来照顾孙辈的常驻中老年人(50-69) Migrant elderly (50-69) caring for grandchildren
3 核心痛点维度:个人、社区、社会 Core pain dimensions: Individual, Community, Society
10+ 利益相关者走访 Stakeholder interviews
4 核心洞察 Core insights
各年龄段外来带孙辈人口总数
Total Migrants Caring for Grandchildren by Age
10万100K 7万70K 3万30K 0 45-49 50-54 55-59 60-64 65-69 70-74 75-79
男女外来带孙辈人口对比
Male vs Female Migrants Caring for Grandchildren
7万70K 5万50K 2万20K 0 Female Male 45-49 50-54 55-59 60-64 65-69 70-74 75-79

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.


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3 days 从方法论到活动落地 Methodology to event launch
20-30 groups 活动当天触达新家庭 New families reached on event day
50%+ 后续活动留存率 Subsequent event retention rate

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01
轻量化场景访谈Lightweight Scenario Interviews
在自然场景中与"老漂族"进行非正式对话,降低心理防线。Informal conversations with "laopiao" in natural settings to lower psychological barriers.
02
低门槛游戏激活Low-Barrier Game Activation
通过孙辈感兴趣的游戏和奖品,自然吸引家庭参与。Naturally attracting families through games and prizes that interest grandchildren.
03
多感官用户体验Multi-Sensory UX
设计触觉、视觉、听觉多维度的互动体验。Designing interactive experiences across tactile, visual, and auditory dimensions.
04
结构化田野调查Structured Field Research
在公园、商场、广场等公共空间进行系统性观察。Systematic observation in public spaces: parks, malls, plazas.
05
数据聚类分析Data Cluster Analysis
对收集到的访谈和行为数据进行系统化聚类。Systematic clustering of interview and behavioral data.

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选中卡片查看详情Select a card to view details
INSIGHT 01
"不说话" ≠ "没想法""Silent" ≠ "Without Thoughts"
→ 低门槛触达→ Low-Barrier Access

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.

INSIGHT 02
"家庭化"场景增强参与意愿"Family-Oriented" Settings Boost Participation
→ 心理安全→ Psychological Safety

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.

INSIGHT 03
孙辈的需求是他们最大的动力Grandchildren's Needs Are Their Greatest Motivation
→ 先吸引孙辈→ Engage Grandchildren First

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.

INSIGHT 04
"在场但不参与""Present But Not Participating"
→ 需要主动找上门→ Proactive Outreach Required

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.


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ROOT
可复制扩展的标准化运营中台Scalable Standardized Operations Platform
Scalable Ops Framework

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.

01
高潜增量用户激活Hidden Segment Activation
高潜增量用户激活Hidden Segment Activation

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.

02
用户触达黑盒User Reach Black Hole
User Reach Black Hole

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.

03
轻量化行为锚点设计Micro-Interaction Anchors
轻量化行为锚点设计Micro-Interaction Anchors

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.

04
利益相关者连接Stakeholder Connection
Stakeholder Connection

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.

服务蓝图 / Service BlueprintService Blueprint
FRONT-STAGE PROCESS BACKSTAGE + +
Engaging
Co-designing
Sustaining
Preparation
Facilitation
Analysis
Iteration
邀请涂鸦卡Invitation Doodle Cards
Invitation Doodle Card
广场/公园/社区花园门口,自然触达Natural access at plaza/park/community garden entrances
轻量化决策行为设计Lightweight Decision Design
表达树Expression Tree
Expression Tree
CNS 提示引导,收集花瓣/绘画/评论CNS-guided prompts collecting petals/drawings/comments
持续生长的表达树Continuously Growing Expression Tree
Growing Expression Tree
留在花园,居民持续添加Remains in the garden; residents continuously contribute
准备Preparation
Preparation
工具包手册 + 原则卡 + 场景卡Toolkit manual + principle cards + scenario cards
执行Facilitation
Facilitation
3步服务计划 + 移动工具包3-step service plan + mobile toolkit
分析Analysis
Analysis
需求分析图 + 五维支持类型Needs analysis map + 5-dimension support types
迭代Iteration
Iteration
更新场景卡 + 分享发现Update scenario cards + share findings
用户侧User Side 获得能动感Gain Agency 高潜增量用户激活Hidden Segment Activation
组织侧Organization Side 更多元的参与者与数据More Diverse Participants & Data 资源整合Resource Integration
利益相关者地图 / Stakeholder MapStakeholder Map 利益相关者连接Stakeholder Connection
Dama's World / 日常社交圈Dama's World / Daily Social Circle
孙辈Grandchildren
强纽带 + 破冰Strong bond + Ice-breaking
广场公园Plazas & Parks
在场 + 放松Present + Relaxed
孙辈学校Grandchildren's Schools
商场Shopping Malls
摊贩Market Vendors
园丁Park Gardeners
外来阿姨Migrant Ayi
Migrant DamaMigrant Dama
家庭照护者 · 社区专家Family Caregiver · Community Expert
不可见 · 缺乏能动感Invisible · Lacking Agency
Formal System / 社区花园相关层级Formal System / Community Garden Hierarchy
TIER 1 直接合作Direct Partner
社区花园Community Garden
志愿者 + 空间 + 活动Volunteers + Space + Activities
高潜增量用户激活Hidden Segment Activation
TIER 2 间接合作Indirect
居委会Neighborhood Committee
微信群通知渠道WeChat group notification channel
社区中心Community Center
活动组织与实施Activity organization & implementation
TIER 3 不可触达Unreachable
政府Government
政策指导 · 曾尝试接触但未能推进Policy guidance · Attempted contact but unable to proceed
可触达性ACCESSIBILITY
High Low
可复制社区共创运营方法Replicable Community Co-creation Operations Method

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
低门槛易上手活动生成工具Low-Barrier Activity Generation Tool

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
轻量化交互行为设计Lightweight Interaction Behavior Design

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.


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关于实践 — 原型如何打破偏见On Practice — How prototyping breaks bias

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.

关于保持简单 — 共创中设计师的任务On Keeping it Simple — The designer's tasks in co-design

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.

关于系统 — 设计师更应当作为表述者,而非仅仅是创造者On Systems — The designer as a framer, not just a maker

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.

关于设计师的角色 — 从实践者到连接者On the Designer's Role — From practitioner to connector

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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资源预览Resources
社区共创运营手册Community Co-creation Operations Handbook PDF
低门槛活动生成工具包Low-Barrier Activity Generation Toolkit PDF
如需获取 PDF,请联系作者。Contact the author for the full PDF.
参考文献References

Bhattacharya, T. (ed.) (2017) Social reproduction theory: Remapping class, recentring oppression. London: Pluto Press.

Chan, K. W., & Buckingham, W. (2008). 'Is China Abolishing the Hukou System?', The China Quarterly, 195, 582–606.

Chen, F., & Liu, G. (2012). 'The health implications of grandparents caring for grandchildren in China', Journal of Gerontology: Social Sciences, 67B(1), 99–110.

Clover Nature School (n.d.) Clover Nature School Community Garden Network. Available at: https://communitygarden.org.cn/ (Accessed: 5 November 2025).

Creswell, J.W. (2013) Qualitative inquiry & research design: choosing among five approaches. 3rd edn. Thousand Oaks, CA: Sage Publications.

Dayu Yingzao (大鱼营造) (2024) '老去的更多可能' [More possibilities for ageing], Dayu Yingzao WeChat Official Account, 21 March. Available at: WeChat Article (Accessed: 5 November 2025).

Dorst, K. (2011) 'The core of "design thinking" and its application', Design Studies, 32(6), pp. 521–532.

Hammersley, M. and Atkinson, P. (2007) Ethnography: principles in practice. 3rd edn. London: Routledge.

Jia, Z., Zhang, L., & Tian, F. (2020). 'Social Isolation and Its Determinants among the Floating Elderly in China', International Journal of Environmental Research and Public Health, 17(18), 6649.

Manzini, E. (2015) Design, when everybody designs: An introduction to design for social innovation. The MIT Press.

Pang, L. (2019). 'Migrant grandparents and the performance of family in urban China', Journal of Ethnic and Migration Studies, 45(6), 990–1006.

Project for Public Spaces (n.d.) What is Placemaking? Available at: https://www.pps.org/article/what-is-placemaking (Accessed: 5 November 2025).

Sanders, E. B.-N., & Stappers, P. J. (2008). 'Co-creation and the new landscapes of design', CoDesign, 4(1), 5–18.

Spencer, S. and Charsley, K. (2021) 'Reframing "integration": acknowledging and responding to the diverse experiences of becoming "at home"', Journal of Ethnic and Migration Studies, 47(13), pp. 2971–2988.

Steinfeld, E. and Maisel, J. (2012) Universal design: Creating inclusive environments. Hoboken, NJ: John Wiley & Sons.

Wang, F. L. (2005) Organizing through division and exclusion: China's Hukou system. Stanford University Press.

Zhan, H. J. (2011). 'The care conundrum: Gender, filial piety, and the transformation of eldercare in rural China', Journal of Gerontological Social Work, 54(5), 484–503.

EXP-002 OneKilburn / 组织治理体系优化OneKilburn / Organisational Governance System Optimisation
系统实验室Systemic Lab
OneKilburn

OneKilburn

组织治理体系优化(角色:管理框架构建与跨职能协调)Organisational Governance System Optimisation (Role: Management Framework Building & Cross-functional Coordination)

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.

跨职能协同领导力Cross-functional Collaborative Leadership 动态决策Dynamic Decision-Making 组织架构逆向工程Organizational Reverse Engineering 高效协作Efficient Collaboration
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[02] +
40+ 利益相关者 Stakeholders
5 子工作组 Sub-groups
3 行政区 Boroughs
利益相关者构成
Stakeholder Composition
20+ 15 10 5 0 20+ 10+ 3 当地商铺Local Shops NGONGOs 政府部门Gov. Depts

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.

[03] +
1周→2天 1 week → 2 days 组内工作效率大幅提升 Intra-group efficiency significantly improved
40+ 利益相关者纳入治理体系 Stakeholders in governance system
0→1 从无序到标准化治理框架 From chaos to standardized governance

[04] +
选中卡片查看详情Select a card to view details
01
访谈Interviews
与各子工作组负责人和核心成员进行深度一对一访谈,了解组织运作现状与痛点。In-depth one-on-one interviews with sub-group leads and core members to understand current operations and pain points.
02
角色扮演Role-Playing
模拟不同利益相关者在决策流程中的角色,识别沟通断裂点和权力失衡。Simulating different stakeholders' roles in decision-making flows to identify communication breakdowns and power imbalances.
03
焦点小组Focus Groups
组织跨子工作组的焦点小组讨论,观察群体互动模式与协作障碍。Organizing cross-sub-group focus group discussions to observe group interaction patterns and collaboration barriers.
04
数据聚类分析Data Cluster Analysis
对 Kilburn 地区进行 Desk Research 数据分析,掌握该地区人种多元、不同行政区划之间居民收入和受教育程度的显著差距。结合访谈和观察数据进行系统化聚类,识别治理模式中的共性问题和结构性瓶颈。Desk research data analysis on the Kilburn area, revealing ethnic diversity and significant disparities in income and education across boroughs. Combined with interview and observation data for systematic clustering to identify common governance issues and structural bottlenecks.
05
轻量化访谈Lightweight Interviews
在非正式场景中进行简短对话,快速收集利益相关者的即时反馈和真实感受。Brief conversations in informal settings to quickly gather stakeholders' immediate feedback and authentic feelings.

[05] +
选中卡片查看细节Select a card to view details
INSIGHT 01
管理混乱 / Structural ChaosStructural Chaos
→ 逆向工程起点→ Reverse Engineering Starting Point
Accountability

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.

INSIGHT 02
知名度低 / Low VisibilityLow Visibility
→ 沟通渠道重构→ Communication Channel Reconstruction
Accessibility

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.

INSIGHT 03
沟通混乱 / Communication BreakdownCommunication Breakdown
→ 标准化流程→ Standardized Processes
Transparency

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.

INSIGHT 04
参与单一 / Homogeneous ParticipationHomogeneous Participation
→ 决策多样性→ Decision Diversity
Inclusivity

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.


[07] +
UAL 内部合作UAL Internal Collaboration

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.

01
跨部门协同伞状图Cross-department Collaboration Umbrella
实现内部资源整合明确,明确各部门工作方向,大幅提升各部门工作效率Achieved clear internal resource integration, defined department work directions, significantly improved cross-department efficiency
02
内部 Open Meeting SOP 与组织执行Internal Open Meeting SOP & Execution
旧管理框架:设计师内部合作伞状图(点击色块查看解释)Old Management Framework: Umbrella Collaboration Model (click elements for explanation)
治理Governance
空间Place & Space
沟通Communication
食物Food
青年Youth
← 设计师内部五个部门← 5 internal design sub-groups
Umbrella Collaboration Model
OK 交付OK Deliverables

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.

OK 治理手册
Accessibility Inclusivity Accountability Transparency
ROOT
动态治理框架Dynamic Governance Framework
明确组织中的部门以及各部门之间的关系和职责,OK可根据内部人员自我评估以及责任对应承担不同部门职责Clarified departments, their relationships and responsibilities within the organization. OK members can take on different department roles based on self-assessment and corresponding responsibilities
会议决策流程Meeting Decision Process Accountability · Transparency
代表选举流程Representative Election Process Transparency · Inclusivity
志愿者管理系统Volunteer Management System Accessibility · Inclusivity
项目管理流程Project Management Process Accountability · Transparency
沟通渠道建议Communication Channel Recommendations Accessibility · Inclusivity
决策流程对比:旧 vs 新Decision Process Comparison: Old vs New
← 左右滑动查看对比 →← Swipe to compare →
旧决策流程Old Decision Process
线性决策流程,耗费大量时间精力处理每个问题,往往无法解决Linear decision process, time-consuming for each issue, often unresolved
Organising 组织Organise Decision-making 决策Decide Implementation 执行Implement Report & Feedback 报告与反馈Report Co-ordinating group Sub-group itself
新决策流程New Decision Process
分级决策,合理分配资源,但又因为代表人员流动使层级之间联系紧密,决策不脱离实际Tiered decision-making, rational resource allocation, tight inter-level connections through representative mobility, decisions grounded in reality
New Decision-Making Model
管理框架对比:旧 vs 新Management Framework Comparison: Old vs New
← 左右滑动查看对比 →← Swipe to compare →
旧管理框架Old Management Framework
所有事务依赖开放会议,各部门之间权责关系不清晰,使得任务无法推进All affairs rely on open meetings; unclear responsibilities between departments hinder task progress
Old Management Framework (中文) Old Management Framework
新管理框架New Management Framework
明确各部门职责,划分管理层级,明确角色之间关系;固定框架,通过人员流动来实现共治、清廉与公平Clear departmental duties, defined management tiers, explicit role relationships; fixed framework achieving co-governance, integrity and fairness through personnel mobility
New Management Framework

资源预览 / ResourcesResources
OneKilburn 治理手册OneKilburn Governance Handbook
Governance Handbook · PDF
如需获取完整 PDF,请联系作者。Contact the author for the full PDF.

[08] +

"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.


EXP-003 Nervora / 前瞻性设计Nervora / Forward-Looking Design
感官实验室Sensory Lab

Nervora

Strategic Foresight & Systemic Risk Assessment | 2035 战略预判与系统性风险评估Strategic Foresight & Systemic Risk Assessment

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.

前瞻性设计Design Foresight 设计伦理与风险Design Ethics & Risk 品牌与视觉叙事Brand & Visual Narrative 战略设计Strategic Design
+

[02] +

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.

5 感官维度Sensory Dimensions 视、听、嗅、触、味Sight, Sound, Smell, Touch, Taste
4 原型迭代Prototype Iterations 从概念到完整品牌Concept to Full Brand
30+ 用户测试参与者User Test Participants 公众 + 学术专家Public + Academic Experts
RSI 风险敏感度指数Risk Sensitivity Index Critical — 系统性伦理风险已超出可控阈值Critical — Systemic ethical risk exceeds controllable threshold
Horizon Scanning Matrix 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

[03] +

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.

✦ 鼠标在此区域内移动,探索感官污染的世界 ✦✦ Move your mouse here to explore the world of sensory pollution ✦
配套应用界面Companion App Interface
App Screen 1 App Screen 2 App Screen 3 App Screen 4 App Screen 5
订阅方案Subscription Plans
Basic
Free
基础感官过滤Basic sensory filtering
3种预设模式3 preset modes
自定义方案Custom profiles
感官健康报告Sensory health reports
Enterprise
£29.99/mo
全感官过滤Full sensory filtering
无限自定义方案Unlimited custom profiles
实时感官监控Real-time sensory monitoring
API接入 / 企业面板API access / Enterprise dashboard
战略注解Strategic Note

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.

用户反馈User Feedback
"

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

[04] +

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."

PIVOT 01 Market Opportunity — 识别感官过载带来的情绪疲劳商机Market Opportunity — Identifying the Emotional Fatigue Business Opportunity in Sensory Overload
关键发现Key Finding

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.

PIVOT 02 Business Modeling — 建立"身体自主权"订阅服务模型Business Modeling — Building a "Bodily Autonomy" Subscription Service Model
关键发现Key Finding

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.

PIVOT 03 Threshold Identification — 个性化服务与算法操控的逻辑悖论Threshold Identification — The Logical Paradox Between Personalisation and Algorithmic Manipulation
关键发现Key Finding

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.

PIVOT 04 Systemic Risk Mapping — 防御工具如何演变为最精密的操控基础设施Systemic Risk Mapping — How Defence Tools Evolve into the Most Sophisticated Manipulation Infrastructure
关键发现Key Finding

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.


[05] +

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.


[06] 选中卡片查看详情Click a card for details +
INSIGHT 01
商业闭环中的"危机-服务"循环The Crisis-Service Cycle in Commercial Loops
→ 商业模式压测→ Business Model Stress Test

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.

INSIGHT 02
被定价的"自由"与感官阶级鸿沟Priced Freedom & The Sensory Class Divide
→ 战略合规预判→ Strategic Compliance

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.

INSIGHT 03
捕捉非线性反抗:大数据之外的认知信号Capturing Non-linear Resistance: Cognitive Signals Beyond Big Data
→ 战略决策深度→ Strategic Depth

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.

INSIGHT 04
"包容性"话术下的认知殖民Epistemic Colonialism under "Inclusion" Rhetoric
→ 系统性伦理评估→ Systemic Ethics

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.


[07] +
方法论迭代Methodological Evolution
从"解决问题"到"质疑问题本身"From "Solving Problems" to "Questioning the Problem Itself"

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."

学会在设计早期预判伦理风险Learning to Anticipate Ethical Risks Early in Design

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.

跨学科协作中的角色与贡献My Role in Cross-disciplinary Collaboration

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.

战略洞察Strategic Insight
设计师不能只是"解决问题的人",更要是"预见问题的人"Designers Must Be Problem Anticipators, Not Just Problem Solvers

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.

从用户中心到系统思维From User-Centred to Systems Thinking

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.

民族志调研:捕捉数据盲区中的社会反弹信号Ethnographic Research: Capturing Social Backlash Signals in Data Blind Spots

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.


[08] +
资源预览Resource Preview
概念表Concept Sheet
Nervora Concept Sheet · PDF
Nervora时报Nervora Newspaper
Nervora Times · PDF
Horizon Scanning Bingo
Trend Research Tool · PDF
品牌文档Brand Document
Nervora Branding · PDF
电梯广告Elevator Advertisements
Proto 4.0 Ads in Lift · PDF
使用免责声明Disclaimer of Use
Proto 4.0 Legal · PDF
感官能力评估Sensory Capability Assessment
Proto 4.0 Assessment · PDF
如需下载 PDF,请联系作者。Contact the author to download the full PDF.
参考文献Bibliography

Koskinen, I., Binder, T. & Redström, J. (2008) 'Lab, Field, Gallery, and Beyond', Artifact, 2(1), pp. 46–57.

Zuboff, S. (2019) The Age of Surveillance Capitalism. New York: PublicAffairs.

Escobar, A. (2018) Designs for the Pluriverse: Radical Interdependence, Autonomy, and the Making of Worlds. Duke University Press.

Salinas, L. (2023) 'Introducing "critical service design"', Touchpoint, 14(2), pp. 60–62.

Salinas, L. & Malpass, M. (2020) 'AHRC Design Fellows Challenges of the Future: Public services'.

Sevaldson, B. (2018) 'Beyond user-centred design', Open Research, OCAD University.

Thomas, V., Remy, C. & Bates, O. (2017) 'The limits of HCD', in Proceedings of the 2017 Workshop on Computing Within Limits, pp. 85–92. ACM.


EXP-005 Creabox / 创意订阅盒Creabox / Creative Subscription Box
触点实验室Touchpoint Lab
Creabox - 为认知障碍人士设计的创意订阅盒

CreaboxCreabox

Crea Box Design Challenge — Kompas · Dag PandaCrea Box Design Challenge — Kompas · Dag Panda
Team Members: Andrina Syarifa · Elena Cooreman · Merel Gielis · Suay Uçar · Yanxin Li

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.

包容性设计Inclusive Design 触点设计Touchpoint Design 敏捷迭代Agile Iteration 活动生成框架Activity Framework
+

[02] +
4 主要服务人群 Target User Groups
3 月度活动 (Oct–Dec) Monthly Activities (Oct–Dec)
5 天快速冲刺-Day Rapid Sprint

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:SimpleClearHighly VisualFun。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.


[02b] +
Creabox User Persona

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."


[03] +
01

发现Discovery

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

02

定义Definition

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

03

开发Development

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

04

交付Delivery

最终产品 · 展览展示 · 客户反馈收集

Final product · Exhibition showcase · Client feedback collection


[04] +
Creabox 实物产品
3 Activities — October, November, December
奖励系统:贴纸收集Reward System: Sticker Collection
贴纸收集册 1 贴纸收集册 2 贴纸收集册 3 贴纸收集册 4
产品服务构成Product & Service Components
盒子结构Structure 3 层独立空间,撕条分隔3 independent layers, tear-strip separated
配送周期Cycle 季度 (Oct–Dec)Quarterly (Oct–Dec)
引导方式Guidance 纸质步骤卡 + 视频教程Paper step cards + Video tutorials
奖励系统Rewards 贴纸收集 + 展览参与Sticker collection + Exhibition

[05] +

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.

Activity Generating Framework
Guides and Suggestions for Dag Panda
01

认知维度输入Cognitive Input

注意力Attention
记忆力Memory
规划能力Planning
感知能力Perception
02

设计原则转化Design Principles

Simple
Clear
Highly Visual
Fun
03

分层活动输出Tiered Output

Tier 1 基础 — 单步操作,大量视觉辅助Basic — Single-step, heavy visual aid
Tier 2 进阶 — 2-3 步,引导式选择Intermediate — 2-3 steps, guided choice
Tier 3 挑战 — 多步创作,开放表达Challenge — Multi-step, open expression
✦ 活动生成器 — 试试看吧(请输入英文)✦ Activity Generator — Give it a try! (English only) v1.0
$
[PANDA] 嗨!输入一个主题,我来帮你生成活动灵感~ Hi! Enter a theme and I'll generate activity ideas for you~

[06] +
Creabox 服务旅程图
Users / Subscribers 订阅 → 收盒 → 创作 → 分享 → 展览Subscribe → Receive → Create → Share → Exhibit
Box Makers 接收说明 → 制作 → 组装 → 打包 → 发货Brief → Make → Assemble → Pack → Ship
Dag Panda & Day Centre 生成活动 → 平台管理 → 展览策划Generate → Manage → Exhibit
De Fikserij 分配任务 → 提供手册 → 记录流程Assign → Instruct → Document

[07] +
01

"简单" 不等于 "幼稚""Simple" ≠ "Childish"

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."

02

触点即体验Touchpoint IS Experience

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.

03

框架 > 单个活动Framework > Single Activity

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.

04

分享创造社区Sharing Builds Community

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.


[07b] +
展览现场 1 展览现场 2 展览现场 3

[08] +
"

我们非常激动能够看到你们的设计!We are very excited to see your design!

Katty Kochman Ondernemer Vrije Tijd en Leren, vzw Kompas → 客户请求源文件以进行弗拉芒语翻译,设计被实际采纳→ Client requested source files for Flemish translation — design adopted for production

[09] +

关于洞察 — 简单不等于幼稚On Insights — Simple ≠ Childish

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.

关于触点设计 — 每一个物理触点都是对话On Touchpoint Design — Every physical touchpoint is a conversation

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.

关于框架 — 可迁移的包容性设计系统On the Framework — A transferable inclusive design system

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.

EXP-006 Lock Smart / 行为干预游戏化触点设计Lock Smart / Behavioural Nudge Gamified Touchpoint
触点实验室Touchpoint Lab
Locksmart - 互动式自行车锁车安全教育游戏

Lock SmartLock Smart

行为干预游戏化触点设计Behavioural Nudge Gamified Touchpoint

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.

行为助推设计Behavioral Nudge 触点交互策略Touchpoint Strategy 社会干预系统Social Intervention 敏捷原型迭代Rapid Prototyping
+

[02] +
7min 每 7 分钟一辆自行车被盗One bike stolen every 7 minutes
70K+ 英格兰每年自行车盗窃报案数Annual bike theft reports in England
53 Proto 3 实地游戏化测试参与者Proto 3 gamified test participants
135+ 高频交互体验:平均每分钟产生 1.1 次安全决策模拟High-frequency interaction: 1.1 security decisions simulated per minute

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.


[03] +
01

访谈:6 名自行车维修工 + 10 名师生Interviews: 6 Bike Mechanics + 10 Students & Staff

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.

02

实地观察:LCC 停车点安全评估Observation: LCC Parking Safety Audit

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.

03

关键洞察:介入点在用户安全意识Key Insight: The Intervention Point is User Awareness

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.


[04] +
左右滑动查看原型迭代
Prototype 1 Prototype 1 Test Prototype 1 Feedback Prototype 1 Result
01

Quiz + Manual

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.

关键学习Key Learning

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.

Prototype 2 Widget Prototype 2 Flyer Prototype 2 Context
02

Widget + Flyer

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.

关键学习Key Learning

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.

Prototype 3 Setup Prototype 3 Game Prototype 3 Interaction Prototype 3 Detail Prototype 3 Badge Prototype 3 Full
03

Gamified Approach

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.

关键学习Key Learning

"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.

Prototype 4 Design Prototype 4 Detail
04

Go With the Lock

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.

关键学习Key Learning

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.


[05] +

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.

1

选择锁具Choose Locks

从 Cable Lock、D-Lock、Chain Lock、不锁 中选择Choose from Cable Lock, D-Lock, Chain Lock, or Skip

2

锁车Lock the Bike

在自行车上模拟操作锁车Simulate locking on the bike

3

查看分数Check Score

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

4

获得徽章Pick a Badge

根据分数获得对应等级徽章Earn a badge matching your rank

5

查看手册Read Manual

阅读安全锁车手册获取知识Read the safety manual for knowledge

交互演示 — 为自行车配置你的安全锁具(可重复选择)Interactive Demo — Secure your bike (re-selectable)
前轮Front
车架Frame
后轮Rear
第 1 步:为前轮选择锁具Step 1: Choose a lock for the front wheel
D-Lock
D-Lock
Chain Lock
Chain Lock
Cable Lock
Cable Lock
不锁Skip
选择一种锁具或跳过Choose a lock or skip

[06] +
01

双属性评分系统Dual-Attribute Scoring

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.

02

四级等级徽章Four Rank Badges

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.

03

安全锁车手册Safety Manual

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.


[07] +
01

行为助推 > 权威说教Behavioral Nudge > Authoritative Lecture

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.

02

物理触感建立风险感知Physicality Builds Risk Perception

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.

03

寻求"足够好"的动态平衡Seeking the "Good Enough" Balance

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.


[08] +
Locksmart Final Game Set
左右滑动查看更多
"

"It's REALLY FUN! I never know that my locking skill sucks... I'll take my friends here."

LCC Student Prototype 3 Test Participant
"

"Oh! That's the important part." — User reaction when learning about frame locking.

LCC Staff Prototype 3 Test Participant

[09] +

关于行为干预:从"说教"到"无感知识输入"On Behavioral Intervention: From Lecturing to Seamless Input

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.

关于设计验证:原型迭代比数据分析更能说明问题On Validation: Prototyping > Data Analysis

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.

关于设计师角色:表达的利他性On the Designer's Role: Altruism in Expression

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.


[10] +
如需获取完整资源,请联系作者For full resources, please contact the author
Mirror Mirror 一面能"看见"情绪的镜子,将不可言说的内心世界转化为可视化的感官景观。 A mirror that "sees" emotions, transforming the unspeakable inner world into a visualized sensory landscape.
为了更好的体验,请戴上耳机,并允许摄像头访问 For the best experience, please wear headphones and allow camera access
一面能"看见"情绪的镜子 A mirror that "sees" emotions
点击播放 Click to Play 冥想音频 Meditation Audio
1/5
准备好了吗?Ready?

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

为了获得完整游戏体验,请戴上耳机并打开摄像头 For the full experience, please wear headphones and enable camera access

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.

持续记录中 Live Recording

记忆痕迹

Engram — 构成潜意识的灵感碎片

本页藏有一个小彩蛋 🥚
There's a hidden easter egg on this page 🥚
Li Yanxin
Li Yanxin - Fun
Professional Mode

李彦昕 / Li Yanxin

Since 2000 (^_-)
教育 MA Service Design (University of the Arts London, 英国)
BSc 应用化学 (同济大学,上海)
MA Service Design (University of the Arts London, UK)
BSc Applied Chemistry (Tongji University, Shanghai)
角色 Logic Architect
Service Designer

我的设计愿景是:唤醒人们对生活的热情,让技术通过"无感"的设计转化成可感知的自我共鸣。

My design vision: to awaken people's enthusiasm for life, transforming technology into perceptible self-resonance through "invisible" design.

在这个技术狂奔的时代,我习惯用应用化学的严谨去拆解复杂的系统。对我而言,技术只是工具,产品背后的设计师是引路人,而用户才是真正的赋能者。我深信人类文明的闪耀不仅在于算法,更在于不可言说的共情与实体交互。

通过全流程体验设计,我致力于化繁为简,将繁杂的逻辑转化为无感的直觉。我坚持用"利他性"的叙事让用户在无感之中感知自我,在守护人类对现实世界感知力的同时,催化出唤醒生活热情的可能性。

In this era of rapid technological change, I apply the rigor of Applied Chemistry to deconstruct complex systems. To me, technology is a tool, the designer is a guide, and the user is the ultimate enabler. I believe that the brilliance of human civilization resides not just in algorithms, but in unspeakable empathy and physical interaction.

Through whole-process experience design, I strive to simplify complexity into seamless intuition. Using altruistic narratives, I help users perceive themselves effortlessly. My mission is to safeguard human perception of the physical world while catalyzing the possibility of awakening a genuine enthusiasm for life.

Service Design =
(Systemic Logic × Human Perception) Complexity Reduction

我收集了其他人对我的评价生成了这些标签,请基于你从网站中的了解,单击标签投票表达你的意见!

I collected these tags from others' evaluations. Based on what you've seen on this site, click tags to vote!

Version: Beta Status: Running Uptime: 0d 0h 0m 0s
[SYSTEM]

这个"大脑"目前运行在 Beta 版本。虽然逻辑模块和审美模块已经满载,但仍存在"完美主义"和"思维过载"等已知 Bug。我并不打算修复它们,因为正是这些偶尔波动的电流,让我对人类的行为逻辑和对世界的感知更加敏感。

This "brain" is currently running on Beta version. While the logic module and aesthetic module are fully loaded, there are known bugs such as "overly fine anxiety granularity" and "uneven attention resource scheduling". I don't intend to fix them, because it's precisely these occasional fluctuating currents that make me more sensitive to human behavioral logic and perception of the world.

设计之外,我是这些碎片的总和。

Outside of design, I am the sum of these fragments.

点击样本文件夹查看详情

Click specimen folders to view details

系统实验室

Systemic Lab

冷核反应堆 — 系统架构与逻辑闭环

Cold Fusion Reactor — System architecture and logic loops

感官实验室

Sensory Lab

精密示波器 — 感知放大与体验共振

Precision Oscilloscope — Perception amplification and experience resonance

触点实验室

Touchpoint Lab

实体加速器 — 触点设计与行为干预

Physical Accelerator — Touchpoint design and behavioral intervention

探索更多作者观点 Explore more perspectives 进入记忆痕迹Enter Engram

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