Applying Design Thinking to Help Public Servants Overcome COVID-19 Challenges

The modern revision of design thinking creates prospects for various institutions that require innovative and creative approaches to address modern challenges and threats. In the face of change and global upheaval, the public sector faces the challenge of optimizing management processes and increasing the efficiency of their implementation.

In most cases in the public sector, management decisions are made on behalf of professionals who are expected to have sufficient knowledge to make competent decisions for the purposes at hand. Applying design thinking to civil servants' training can contribute to improvement through developing hard and soft skills.

In the Ukrainian context, the key challenge is to develop and implement a methodology that integrates effective practices from advanced countries. These approaches are based on a set of principles and stages for improving the corporate culture of the civil service. Together, they will increase productivity and stimulate the search for unconventional but well-balanced management solutions.

In both cases, the focus is on fostering empathy, communication skills and emotional intelligence, which positively contributes to the internal atmosphere of government structures. 

The impact of the 2019-2020 pandemic COVID-19 is one such event that continues to threaten the state apparatus and global governance system. Using the existing human resource potential to manage the risks, mitigate possible threats, and ensure that improvements are fully implemented is important. 

Civil servants make a significant contribution to the development and adoption of effective management decisions. The new circumstances require the adoption of public administration systems for higher quality public administration and its sustainability. 

Literature Review

The researchers Bason, C., and Austin, R. D. studied the means and possibilities of design thinking and its applications and strategies. They analyzed its potential for use in developing and applying a comprehensive mechanism to alleviate the effects of the Covid-19 pandemic[1]. In their turn, Podolchak et al.[2] identified this approach as the most effective public administration. The conclusions are based on the analysis of its adaptation and improvement in the state structures of developed countries.

According to Volkova and Jakobsone[3], design thinking combines holistic and innovative approaches that offer practical solutions to emerging problems. It is a particular aspect of modern management that helps to improve and optimize management procedures.

Applying design thinking in international areas is widespread in government and business structures. This experience can be adapted to the Ukrainian context, from educational institutions to government departments, and this approach will be efficient. Lihonenko[4], argues that design thinking has significant power to promote improved creative problem-solving abilities, higher emotional intelligence, and favourable conditions for developing important management skills[5].

As the application of design thinking contributes to personal and team growth, it requires an assessment of the conventional methods used by civil servants. This concept is rapidly becoming a key element of additional educational offerings in modern public sector organizations, as it allows for the acquisition of practical skills and knowledge that significantly increase managers' effectiveness[6].

In a study of design thinking in business education, Dunne[7] points out that design thinking is a positive factor in performing teamwork and maintaining a positive business environment and corporate culture. It also helps to focus attention on the essential issues and encourages supporting analysis to build a solution that addresses new challenges and risks. In innovations and strategies formulated in the commercial and public administration sectors, design thinking helps to introduce new concepts, methods and approaches.

As noted by Lewis[8], expanded infrastructure, thorough employee professional development plans, and a culture of self-education allows for better learning and better use of employee skills. In public institutions, using design thinking for workflow reengineering contributes to developing high-quality conditions for making rational and practical management decisions.

The COVID-19 pandemic continues to be a pressing issue due to its enormous negative impact on numerous segments of public life. In particular, it has affected how civil servants are prepared to confront current and future threats[9].

Contemporary researchers Trischler and Westman Trischler[10] argue about how to develop a mechanism to overcome the consequences of the pandemic through design thinking or, more simply, what social structures and systems should be implemented. In addition to high-level planning and even programming, there is a need to respond to emerging challenges. Although current research has contributed significantly to understanding this issue, increasing the productivity of civil servants in the context of the COVID-19 crisis is still a puzzle that requires more work.

The aim is to find out how design thinking can help plan interventions that help mitigate the impact of COVID-19 on public administration.

Materials and Methods

The study used various methodologies to assess the possible application of design thinking to develop a reliable mechanism for minimising the adverse impact of the COVID-19 pandemic on civil servants' activities. In particular, the methods of analysis and synthesis helped to review a wide range of academic and modern theoretical and practical publications on implementing design thinking in challenging conditions for public institutions.

The obtained results were evaluated using a systematic analysis, which allowed the formulation of practical recommendations for further development and application of the approach to public administration. The article also applies a search method, which made it possible to identify the key elements of design thinking as a conceptual tool for improving public administration. This approach mitigates the adverse effects of external factors and prepares public administrators to anticipate potential challenges and formulate effective response strategies.

The comparison method was used to study two models - Stanford one and 4W one. The research has shown that this first model is the most effective in developing the adaptation of the design thinking concept to the development processes of Ukrainian society. In addition, to assess the level of professional competencies of civil servants, a study was conducted to determine the existing level of hard and soft skills development in different organizational structures.

The use of abstract heuristic memory retrieval allowed us to obtain data on the main problems that negatively affect civil servants' work and the quality of tasks performed. These problems, which counteract the decline in productivity, can be solved using developmental design thinking through the "Stanford Method." Such technologies should focus not only on overcoming the consequences of COVID-19 but also on building the necessary infrastructure and enhancing the professional competencies, knowledge and skills, and emotional intelligence of employees.

The stages of work carried out as part of the survey method helped formulate proposals and recommendations for improving management systems that ensure the effective functioning of public services, regardless of the pandemic.

Results

Design thinking has high hopes for improving management decisions and innovative approaches to achieving strategic goals and overcoming the long-term consequences of the COVID-19 pandemic. This concept is based on a holistic framework that includes various methods and tools to foster flexible, adaptive and organised thinking styles among managers[11].

Given society's current development patterns, design thinking is particularly important for civil servants who need to use managerial skills to fulfil their tasks. It is based on a broad definition of thinking, including creative and unconventional problem-solving, critical reasoning, high motivation, and a strong desire for personal development[12].

The introduction of design thinking principles should increase the productivity of government agencies and organizations, affecting the country's macroeconomic stability[13].

With this in mind, formulation and practical implementation of the design thinking concept are among the top priorities for government institutions and authorities. Today, the most popular approaches to design thinking are the Stanford Design Thinking model and the 4W concept. The former is based on its intrinsic effectiveness, which is based on several key components.

Additional types of work:

1. Focusing is a unique way of working on a problem that requires a comprehensive approach.

2. Empathy is communication that builds emotional intelligence and allows you to understand the user's needs.

3. Prototyping is a functional or non-functional modelling of a product to provide feedback from potential users, which helps to assess its possible benefits.

4. Testing - monitoring and correcting HR, reassessment to find alternatives[14].

An alternative model of design thinking is 4W. It is learned through the questions "What is it?", "What happens if...?", "What is the effect?" and "What works?". Each stage involves identifying the problem that needs to be solved and that has found a solution, the problems of creation, the mechanism for solving the problem and, accordingly, the choice of the optimal solution. Design thinking in the existing structures of the state intensifies the self-education of leaders and their readiness to develop soft skills. It also positively impacts the results of practical (complex) activities. The strengths, almost all of which are poorly formed for the civil service, are several central groups [15].

The first group consists of communication competencies, including persuasive speaking, active listening and articulation. The second category relates to the ability to establish productive relationships, which includes teamwork, conflict resolution and trust building. The third category contains personal competences, including emotional regulation, continuous self-development, stress tolerance, and creative and innovative problem-solving[16].

Soft skills are described as general personality traits that are important and useful in almost all areas, the most prominent of which are emotional intelligence, communication skills, adaptability, leadership, problem-solving skills, creativity and collaboration. Feedback mechanisms, the development of emotional intelligence and creative thinking are of great importance in analysing the effectiveness of countering the COVID-19 pandemic. This corresponds to one of the Stanford Design Thinking System's main features, making it the most suitable for research. Figure 1 shows the main design criteria and benefits of this design framework[17].

Figure 1. Principles of the Stanford Design Thinking Model

Source: compiled by the author

Interviews with government officials, state executives, and other professional functions measured the strength of the workforce's soft and hard skills and competencies. Based on the Stanford model, a forecast was also made on the potential impact of introducing design thinking. According to the study's analytical basis, the primary criteria for assessing the characteristics of skills that reflect the degree of readiness of civil servants to perform their duties are formulated[18].

These include control of tasks and assessment results, level of education, operational and strategic planning, regulatory and design thinking, and knowledge and use of English and Ukrainian[19]. The results obtained on the quality of the so-called hard skills are presented in Figure 2.

Figure 2. Characteristics of civil servants' qualifications 

Source: compiled by the author

The results indicate a high level of professional preparedness, acquisition of practical skills and the ability of managers to apply skills effectively. In addition, all three state institutions have encouraging results regarding efficiency and an average score regarding design thinking as an operational activity and a busy workflow. The proposed model positively impacts improving communication, developing leadership, increasing motivation and perceptions of positive thinking, and even helping to find ways to improve these issues[20].

The analysis shows that state institutions have a stable system in the face of COVID-19 and can serve as a competitive example for other state institutions. However, although their good performance positively impacts their efficiency, they have not yet reached optimal efficiency. This demonstrates the need to develop and implement practical solutions to increase civil servants' productivity and professional competence.

The integration of quality communication elements into civil servants' professional practice contributes to effective teamwork and interagency cooperation aimed at achieving the desired results. The ability to express ideas, propose hypotheses, take alternative positions, and resolve conflicts quickly and politely is essential for the success of communication in general[21].

Creative and innovative thinking skills, as a criterion of soft skills, are essential for professionals in leadership positions. Creative thinking allows for the implementation of original ideas, subsequently allowing for competitive innovation development.

Among the indicators used to analyse the level of development of soft skills, the following can be distinguished: self-motivation, critical thinking, creativity, flexibility in changing conditions, communication skills, time management, leadership, conflict resolution, and emotional intelligence Figure 3.

Figure 3. Description of soft skills of civil servants 

Source: compiled by the author

Emotional intelligence, leadership, and communication skills are important characteristics that build flexible skills and deal with professional challenges without double loops. They directly impact the potential development of professional skills and form the basis for good management. Motivation, resilience, and adaptability explain a person's psychological state, willingness to make decisions, and use of resources for further development. They are also indicators of employability skills[22].

For executives, possession of professional knowledge, skills, and practical experience (hard skills) is no longer the only criterion for success in career development. It also includes the ability to self-improve, self-critique, participate in focused team efforts, and solve problems in unconventional ways without losing focus on personal growth. Often classified as communication skills, these skills are gaining strategic importance in modern management.

Managing time well and engaging in in-depth problem-solving is essential for more informed decision-making and for choosing the best ways to mitigate challenges in a high-stress environment. In addition, well-developed communication skills help to acquire specialised professional competencies better, which increases overall productivity and career advancement[23].

These results show that due to the war and its aftermath, under extreme labor market conditions, there is a slow transformation of most work processes that focus on hard skills rather than flexible skills. In the event of a resumption of the COVID-19 pandemic, the lack of conditions for active measures to minimize the negative consequences will further promote the active use of design style. This will allow for more effective development of soft skills, thereby strengthening professional competencies. The most critical issues are the abolition of hierarchical delegation at the state level and the adaptation of the Stanford design style model, as implementing such measures can lead to significant improvements in the work of civil servants in the medium term[24] (Vinsel, 2017).

Discussion

Recent works by experts, such as Mintrom and Luetjens [25], demonstrate the importance of the modern development of a comprehensive mechanism that would reduce the negative effects of the COVID-19 pandemic on civil servants' work. This requires the formation and implementation of a new concept of management systems.

An analysis of the views of other authors, in particular Villa Alvarez et al. [26], suggests that a combination of managerial and design thinking plays a significant role in modern state-building. It is argued that a concept such as a project process or design in self-government is essential for improving work in the public sector. In particular, it contributes to the growth of emotional intelligence, motivation, and better communication among civil servants.

Other studies have focused on attempts to introduce design thinking into the functioning of public authorities to respond promptly to current and forecast challenges. Seminars and consultative meetings are also important for raising civil servants' and managers' awareness of effective management under uncertainty[27].

Research conducted by scientists Rossokha and Cherednikova [28] has shown that one of the most important aspects of improving civil servants' performance is the gradual consolidation of practical experience. This research issue requires considerable attention, as it can contribute to the productivity of public institutions in Ukraine and the professional growth of each civil servant.

Knowledge of modern digital technologies improves today's actively developed management system. The key to success in the global digital transformation and the face of fierce competition for specialists is the improvement and development of flexible skills integrated into modern computer literacy.

Considering the societal context, researchers such as Howlett[29]have proposed a pioneering perspective on the role of soft skills and digital competence in the business ethics of “soft skills”, which revolves around the flexibility of social skills that aid effective social interaction and teamwork.

Further research in this area should focus on improving the digital literacy of civil servants and introducing digital management tools.

Conclusion

As a concept, design thinking effectively addresses post-COVID challenges in the public sector. The key elements for this are creativity, clear business communication, emotional intelligence, and finding the best solutions that will ultimately lead to increased productivity.

The Stamford Model, designed around four main design phases, focuses empathetically on the problem, generation, creation, and testing. As the slogan says, "Trust your mind". The entire concept is for people, not abstract concepts or fiction. It will help demonstrate creativity and practical solutions to the global challenges placed on you through your duties as public servants. The technology of management design thinking will not only increase the comfort level in the environment for teams but also reduce the adverse effects of the pandemic, manage and increase the emotional well-being of the responses, and focus on the result on people.