In this video, I'll explain why you're doing a big disservice to yourself and your clients if you make them believe that they can do service design projects on their own and what you can do to set the right expectations. Let the show begin. Hi, I'm Mark and welcome to the service design show. This show is all about helping you to do the work that makes you proud by designing and delivering services that have a positive impact on people and business. And in this video, I'll be talking about a question, a really common question that I've been getting from a lot of clients and also from people watching the show. And that is, how do you deal with clients that approach you with a question? Can you learn me how to do service design on my own? Is that even possible? How do you respond to these requests? Of course, there's nothing wrong with the ambition to become skilled in service design. But there is a big misconception that you can hire a consultant or an agency to do a one-off project or to do a three-day service design or design thinking training and after that do it on your own. I see that a lot of service designers fail to set the right expectations about what it is that you will actually be able to learn your client. And the consequence is that once you are gone after the single, the first project, often your client will get stuck because they will run into situations where they won't know what to do. So they won't be able to continue doing your work. And also, if you make them believe that they will be on the same skill level as you are after just a training or a project, then you're really doing yourself at this surface and not really undervaluing your own skills and the amount of practice that you needed to get to this level. Now before we continue, let me know down below in the comments if you ever got the request from a client to learn them how to do service design by running a project with them. Did you ever get that request? And if you did, how did you respond? So with 31 Faults, I've worked on many projects where part of the brief was not only to solve a challenge but also to educate our clients through this project, educate them in service design. So the project, the challenge was actually a case study to show them how service design works. And to be honest, I often found these projects to be really difficult to deliver upon the expectations of the client. And maybe the biggest learning I got out of doing these projects was that we really need to be more deliberate and more skilled at articulating our skills as professionals because service design from the outside looks a lot of fun and juggling post-its around how hard can it be and doing interviews, doing user research is just talking to people, right? We can do that. How hard can that be? So from the outside, service design looks really easy but as we all know, it's much harder than it looks. And I think we really need to be much more deliberate and much better at articulating what it is that experienced service design professional is able to bring to the table compared to somebody who has just gone through a training or has just done one project. At some point, I started to explain what it means to be a professional service designer by comparing it, for instance, to a plumber. So I talked to my clients about if they think they can become a plumber with just two days of training. So yeah, with two days of training, you'll probably be able to fix your leaking sink if you've got the basic tools and the basic skills if somebody explained that to you. You'll probably be able to fix that sink. But the thing is, as soon as a new challenge arises where the conditions are different, so for instance, your sink isn't made out of plastic but the piping is made out of copper and that hasn't been in your training. You'll really quickly realize why you're not a professional plumber. And this might sound a little bit funny, but there are a lot of examples you can use to actually express the difference between somebody who's able to understand what it is, the basic concepts, and a pro, like the fact that we can probably all read and write doesn't make us best-selling authors. And the fact that we can somewhat cook doesn't make us a Michelin star chef. And for me, the same is true for service design. So to further explain the professional service design, I made an overview some years ago to show a client the difference or how he can spot the difference between a professional and an amateur service designer. And I did this by looking at the different stages in the service design process and naming the differences between a pro and an amateur. So for instance, in the research phase, a pro will deliver you actionable insights and an amateur, when he does research, will probably come back with just facts without context. And I did this for all the stages in the design process and showed this to the client and this really helped to build the appreciation of the true practice of service design. So let me know in the comments if you're interested to see more of this overview. Maybe I'll make a separate video on that. Now having said this, I also want to emphasize that it's so important to look beyond the skills of a service designer if you truly want to adopt and learn service design as an organization because the skills are just a part of it. If you're still organized in departments as an organization rather than multidisciplinary teams, you'll still have a challenge actually doing service design work. So learning service design isn't just about the skills. It's also about how you're organized. It's also about the culture. It's also about the mindset. So it's really important that we also express this and explain this to our clients. So coming back to the question, do I think organizations can learn service design? Well, if they want to learn it in order to save money by not having to hire consultancies and agencies, well, probably not. If they want to learn service design because it helps them to achieve a long-term ambition, well, when enough time and patience, their answer is probably yes. So these days when I get the question about can you learn our service design, my answer is often I can learn you a lot of things. I can learn you how to... I can learn you to understand the vocabulary of service design. I can learn you how to participate, how to optimally participate in the design process. I can learn you how to identify people with the right skills. I can even learn you how to craft the optimal service design brief. But if your goal is to design and deliver great services that your customers value, you will always need really experienced professionals. You will always need experts. And it doesn't matter if they come from an external agency or if you have them in-house. But having experienced professionals, you won't, you just need that. So what do you think? Are organizations able to learn service design in order to do it on their own? And if you know some good examples, please share them down below in the comments. And if you got inspired by this video and know somebody who might benefit from what we've just discussed, don't forget to share it with them. And finally, if you want to learn how to explain service design to your clients, don't forget to check out the free course that I've got over here. Thanks so much for watching and I look forward to seeing you in the next video.


Chris to Spain an ICANN board member and a long-time figure in the country code top-level domain sphere Chris in the early days John Postel handled most CCTLD delegations directly When ICANN was formed the CC registers disputed a lot of the ICANN fees. There was a lot of contention Tell us about that period. It was wider than the fees Brad. It was it was the whole ICANN concept CCTLDs was a sovereign still are and when I first came along to ICANN in 2000 November 2000 a lot of CCTLDs turned up to ICANN meetings to make sure nothing happened There was an argument going on about the the the legitimacy of ICANN and more importantly Even if I can was legitimate Whether the CCTLD world should bother to be involved and and should they pay them any money was of course a major part of that question as well as Should there be contracts between? ICANN and the CCTLD manager so for the first few years from say 2000 the CCs would meet to talk about that and eventually in about 2002 Enough people in the CCTLD world felt it was worth exploring Having a an inter a proper interface a separate CCTLD interface with ICANN apart from the originally the DNSO the domain name supporting organization Included CCs, but they left and so the question was should we have our own our own organization and as part of the As part of looking a look at ICANN structure a review of ICANN structure When we moved to what we have now the supporting organization model There was a call for there to be a CCNSO and that then took quite some considerable time to corral enough enough CCTLDs together To make it to give it critical mass so that it was possible to negotiate the formation of the CCNSO In those early days now is it an oversimplification to say that the CCs sort of didn't automatically assume ICANN authority Well, they still don't I mean they they they accept that ICANN has its role right and that they have their role and CCs can choose to be There's no because there's no contractual relationship unlike in the GTLD world where every GTLD is in is in a relationship with ICANN in The CC world with a few small exceptions. There is no contractual relationship So what that means is that the CCs come voluntarily to ICANN At its baseline that is absolute baseline all a CCTLD Manager really cares about is the IANA function and as long as the IANA function works So the CCTLD manager can update a phone number in the database or change an address as long as that works And as long as it's stable CCTLD managers at the base are happy. There's very little policy at a global level that has any effect on CCTLD's one example is the interpretation of RFC 1591, which is the RFC that John Postel wrote To govern the way that a CCTLD Management could be transferred from one body to another and CCs have completed now a Policy development on on how that should be interpreted now the interesting thing to remember about that is that that is a global policy That tells ICANN what to do not a global policy that tells the CCTLD's what to do and so this this independence each one being sovereign coming voluntarily in my view actually significantly contributes to the legitimacy of ICANN because you've got Non-contracted people who run their own TLD Turning up and involving themselves in the ICANN model because they have to not because they have to but because they choose to so Was there an assumption on the ICANN side that equation in those very early days that the CCs would fall into light or or yes Absolutely the ICANN at that time ICANN's I mean ICANN was like a small number of people so individuals views You know held held sway and there was a for quite some time There was a view that CCTLDs would sign contracts that that would happen and CCTLDs would be obliged to make financial contributions And it just it just didn't happen because it was never going to happen. I mean Getting the CCNSO fought in itself was was we really got it across the line in Montreal in 2003 Not because we had a lot of CCTLD managers willing to Do to be in it but more because the vocal voices against it Just accepted that they wouldn't join but they would not try it they wouldn't block it So in other words there was no active Blocking by any CC there was a little bit of active blocking but not enough to make it Yeah, very small number and not enough to make it an issue So when we set it up the the the the bylaw said It doesn't officially become the CCNSO until you have four members in each of the regions So you've got Europe Asia Pacific Latin America and Caribbean Africa and You think about that for a second you've got to get four members in each of those regions now The North American region is already a challenge because there aren't actually that many North American Members of the of the North American region and in fact, we're in Puerto Rico right now and Puerto Rico PR was a founding member of the CCNSO In in Africa we had we didn't have an issue in Africa We we got four members there Asia Pacific was okay because we had Australia and New Zealand and Taiwan and and one other which I can't remember but Europe was a real challenge a real challenge Why because the the seat of the the seat of the antipathy towards I can was based in Europe and So you had large CC tailed ease who simply wouldn't join So the Netherlands was this was a fat and L was a founding member and in the end we had to get Gibraltar became a became a member and We couldn't find a fourth member But because of the quirk of the I can regional setup that says that if you are if you are a Protectorate you are part of that region. So the French Polynesian islands are actually part of Europe We managed to persuade the Cayman Islands to join as a European member of the CCNSO Was it naive in the early days on the part of I can to assume that the CCs Would just fall in line I'm not sure there was an assumption that they would do that and I don't think anyone was was naive But I do think that there was a there was a Real does a real need I think from the point of view of of legitimacy of making I can Legitimate in this area to be able to show that you've brought the CC Tlds along There's I mean it's the same thing in respect to governments if you hadn't got the government seen right then How can you say that you have a you have a multi-stakeholder model? You just can't you've got you've got as a trade organization for GTLEs So there wasn't I don't think it wasn't night I don't think there was a sort of like it was really just like we have to have this and this is how we're gonna get it and Over time that we kind of wore we wore it down to a point where people went okay Well, we'll accept this and and I think that's what pretty well You wore it down how oh just well well in various different ways by those of us who were sort of committed to the multi-stakeholder model and wanted this to work by by Tempering the the agitation from the ones on the other end of the poll who just said not interested never do it We kind of brought the parties together. I mean Montreal was we spent I Spent Bart Bozwinkel from Donnell Bernie Turcotte from dot CA and me and Alejandro Passanti and Hans from Netherlands on the board spent Five days in a basement in Montreal in the Sheridan Hotel in Montreal Nutting out the final bits of the CC of the CC NSO and this was what time for him again? What 2003 Montreal and Then what had happened was that the the deal Had to go to the GAC to the governmental advisory committee to be yes tick endorsed and had to go to the CCTLD room and had and have enough Buy-in from the CCTLD managers in that room for us to be able to say we are now going to push the button and see if we can Find the four members from each region and during that Time that afternoon there were three or four hours The GAC chair was Cheryl Tamizi And he was obviously chairing the GAC and I was the the sort of the the the nominated Negotiator if you like in the CCTLD room and Cheryl was Explaining to the GAC how this was all going to work and they should endorse it And I was explaining to the CCTLD's how it's going to work and a number of CCTLD managers Even at that late stage were running between the two rooms telling the GAC that it wasn't going well in the CCTLD room And this telling the CCTLD room. It wasn't going well in the GAC fortunately, Cheryl and I were on Messenger with each other Messenger remember that? So she how long ago it was right and and so we were able to make sure that that nothing nothing went wrong But it was touch and go and that was obviously a critical moment. Oh, yeah What were some of the others? Oh? IDNs, I mean IDNs was was It's the thing that I'm probably The proudest of that the CCs did the fast the IDN fast track because of the expansion of inclusivity Yes, I mean what happened was that we were at an APTLD Asia Pacific TLD meeting in Dubai in 2007 I think and Teresa Swineheart that from ICANN Janice Carclans who was then the chair of the GAC and I were at this meeting and we were in a session and the Wave of passion that came out of that room is the first time we've had a meeting in the Asia in in the Arab region in the Asia Pacific thing the wave of passion that came out of that room to say we this is ridiculous We cannot use the internet properly because we cannot type in our script was so amazing That at the coffee break Janice Teresa and I went stood in at a table in the hallway with it with literally an envelope and a pen and Wrote down how could we make this work? So that it happened quickly Knowing that a full-blown policy development process would take a considerable amount of time sure and from there We developed the concept of having the fast track the fast track was the first time in in ICANN where the GAC had been prepared to actually Nominate people from the GAC to actually be on a working group the GACs way of working previously had been we don't do that We're all in it together And you just tell us what you're doing and then we'll sort it out later But they actually agreed to put individual people on the working group we had at large So it was actually the first cross-community working group in ICANN although we didn't call it that then and that worked to build The fast track and to make that work so that IDNs were able to be to be launched now I have a terrible memory for dates and times and I cannot remember the date it was but I do remember it was in soul and I was I was chairing the CCNSO Peter Dengate Thrush was the chair of the board I think Avery was I don't remember if I think it was Avery was GNSO chair and the board passed the resolution To launch the IDN fast track and everyone in that room was in tears Because it meant so much. It was an extraordinary moment There is to the layperson to the ICANN world there is I think not clarity In terms of the relationship between CCs and the respective governments Yeah, well, that's that varies from CC to CC, right? So you have some CCs who are our government But they are they are just people they're people nominated by the government and you know China is an obvious example of that There are some CCs that are entirely entirely independent of a government Now most of those are Our Legacy ones that where you've got still got an individual who's running that CCTLD who John Postel nominated not all but most And they are they might talk to their government, but they're entirely independent of them You have some that are academia universities running them Because a lot of John's nominations were obviously clearly in the universities Yeah, and then and then you have the ones that have the sort of middle ground model which is usually a Sort of membership based independent organization that has a good Either a liaison role government either has a liaison role or in some cases an oversight role in respect to that organization So it the relationship varies, but if you want to run a successful CCTLD You pretty much need to have a good relationship with your government So in that context Chris was their concern on the part of many governments about this Involvement in I can't in those early days. Well again, I think it varies from government to government. I mean there are some in those days, there were some CCTLDs who who wanted Who didn't want there to be anything too? Loud or too far above the parapet because their concern was if government actually wakes up to us then we're gonna we're gonna have a problem Then there was some who were you know, I who were government and so on I think it was a mixed bag I think in the same way that the CCTLD managers somewhere for I can somewhere didn't care somewhere against whatever the same thing applies to governments And it still does I mean there are still, you know There are governments in the today that you know don't feel comfortable with the I can model and there are governments that do In this project we're obviously looking back in time But looking ahead for a moment. Is it now just an automatic given that CCs are Within the I can sphere with a part of the I can Process a part of the I can community. Well again, I suppose it depends on what you mean I mean if you mean is it a given that that they will Speak in terms of involvement. I mean it's in terms of involvement. No, it's not a given I mean a lot of CCTLDs do come a lot Quite a significant number do come and I mean in in respect to the CCNSA. We've probably reached the sort of 80-20 point You know getting the last bunch of members is much much harder than sure, you know, it's changing Because of the break now of the line between CCTLDs and GTLDs because you've got CCTLD managers running GTLDs now because of the new GTLDs and you've got you've got geographic Names appearing in the GTLD world I think that's making Bringing the two sides if I can use that word together Stress is what holds buildings up and the stress between those two organizers GNSO and CCNSA is actually quite important because it's it's it's it binds I can together and the more the CCTLD Community kind of needs to involve itself in what's going on in the GNSA world Whether it's from a protectionist points of view or from a I'm involved points of view The more we actually come together as a community now. It doesn't mean we get we necessarily agree with each other But at least we're in the same room Discussing it. So in the future, I think right now I think it is changing and there's much more cross community stuff than there used to be the silos are kind of breaking down You you made a point of mentioning I think it's an interesting point that CC involvement was a form of validation of the ICANN model It contributes to the legitimacy. Absolutely. Yes. Did I can see it that way in the early days? I think some people certainly did. I mean some people I think some people just felt that they had to get the CCTLDs involved because they were you know 246 of them and they'd all pay money So that was good. Yeah, because there wasn't a lot of money, right? But I think that others were clearly felt and that the CCTLDs were critical from the point of view of Building the base of defensibility of the of the ICANN model. Otherwise You can't really say you you're doing what you do because you haven't got a significant portion of the CC of the of the DNS In your on your on your side Chris was there ever a concern either in the early days or right up to present That on the part of the CC operators and part of the CC community that they were taking second second seat to the the generic No, they wanted to take second seat because what they they didn't want I can to be to be influential in the in the CC world. They wanted ICANN to concentrate on the GTLD world And so basically the CCs in the early days. Yeah, yeah, yeah CCs were basically quite happy to have their own room and I mean there was talk at the time of you know We'll pay we'll pay for our own room And we shouldn't take the money from ICANN and if you go if you go back and look at the bylaws When we when we set up the CCNS So it was critical and this took a long time to get agreed It was critical that we the CCs actually have the right to decide Who their staff support is and if the CCs are not happy with that they have the right to say Thanks We'll create our own and we'll pay for it And that was a really important point because people said well we can't if we're having to if ICANN's staff Are going to be providing us with all of this stuff. Well, then we'll clearly we'll get captured I mean it hasn't happened, of course, but then you know, we've got Bart Bozwinkel. So You expressed a great deal of pride. In fact, you wore the pride on your face when you were talking about ITNs No one's been more involved in the development of CCs and bringing them within the ICANN world than probably you have What other points of pride do you have? Well, I'm going to answer that before I do. I think I must acknowledge The work that Leslie Cowley did when she took over from me as chair of the CCNSO because What she did was work really hard to to increase the membership. So, you know, that really does need to be acknowledged I think probably Setting it up I mean, there are lessons to be learned in what everyone in all sorts of ways what everybody does I mean, I think for example one of the things that the CCs did is when we set ourselves up We got our four members And in each region and the first thing we did was a review of ourselves because we thought well This is we've now we're now here. We exist now We need to find out what we need to change in order for other people who haven't joined to to join and that first step was actually Broke down a lot of barriers because people went oh, okay, so You're not just going to close the doors and carry on but I think I mean in general terms brad I just I just think this model is so is is so interesting. It's extremely hard work But it's so interesting and so and so important as a model that that For me Having cc's actually agree to be part of it It is the most important thing. I mean, how can you I used to say this to people How can you you're in at home? Claim your right to run an independent cctld where you're not run by your government You've got a membership based organization and you run it and you say you do outreach How can you do that at home and claim the right to do that and then not support the equivalent model Internationally it just doesn't make sense. Otherwise, you know, you know, it's your legitimacy that's on the line What came back at you when you were you know, what it's nothing to do with that. It's not it's not you It's them, you know, it's all of that stuff all the stuff about well It's not that it's about will I it is joining icon? Sorry is joining the ccnso putting me in a contractual relationship with icon No, well prove it to me and we had to have a lot of that kind of I make this claim And until you prove to me that I'm wrong I'm not going to do anything. So the responsive will know actually you have to show me that your claim is right They wanted a proof of a negative proof of a negative exactly But I think, you know, that was a long time ago when we have a very vibrant cctld community and a lot of people who were You know very anti have now turned around and and and a part of it And that's definitely something that I think we should all all be proud of I think I think icon should be Proud of of its relationship with the cctld community. I think the cctlds Generally are pretty proud of what they do and that's great. It's fascinating history christus beam. Thank you very much. Thank you


everyone. Thank you all for joining us here today. My name's Ryan Coleman. I'm the director of economic development for the city of Columbia, and we appreciate everybody coming out to join us for another wonderful expansion announcement here. It may be a little overcast here in Columbia, South Carolina this afternoon. Things continue to shine bright down here at Hotel Trindle and then Main Street District. It's my pleasure to introduce our speaker lineup for this afternoon. First off, we're gonna have Mr. Matt Pennell, president and CEO of the City Center Partnership. We followed by Councilman Will Brennan, representative for District 3. After him, we'll be Mayor Daniel Brickerman followed by John Shearer, director of Historic Preservation at Historic Columbia. And then finally, our guest of honor today, Mr. Rita Patel and Mr. Marcus Muncie, owners extraordinaire of Hotel Trindle and now the Flutter Wing. With that, I'll turn it over to you, Matt. Welcome to the Main Street District. It's so good to see you all today to celebrate and really to celebrate what Marcus and Rita have meant to the Main Street District over the past years. When they came here and opened up the Hotel Trindle, we didn't really know what to expect. It was something new, something different, something creative, very creative. And it just transformed the Main Street District and expanded the Main Street District off of Main Street proper. We're so excited to continue to grow and continue to use their vast creativity to do what we're going to see today, the Flutter Wing. It is amazing space. I had a preview and just couldn't believe it. And I know my daughter got married last year and stayed at the Hotel Trindle and that was wonderful, but this is more wonderful. So we're just very, very excited about that. And I just wanted to give a special thanks to Rita and Marcus on behalf of the Main Street District and all the property owners and businesses for continuing to do what they do and continuing to challenge us and grow with us. So on that, let me turn it over to Councilman Brennan and thank the City of Columbia and others for everything they can do in this project as well. Councilman. How's everybody doing today? I'd say if Columbia the vibes are great, the ribbon cuttings, it seems like there's one every week. And that is a wonderful fantastic thing. We believe in the city of Columbia and growing our little economy. Behind me is kind of the intersection of old meets new. Cool meets great. So Rita and Marcus, thank you again for taking the risk and investing in our downtown Main Street quarter. It's a wonderful hospitality districts, all of our hospitality districts are vibing right now. We feel so good about that. I want to say a special, special thank you to Daniel Bone and his partner Matthew. Is this your first historic building you've done? You cried a little bit, didn't you? So that is the wonderful story of our Main Street is the rehabilitation and the reuse of the wonderful old historic buildings that that really is the fabric of our history. And it's so wonderful to enjoy it in new ways. I'm sure John's going to give you more pitch on historic development. So with that, I just again, want to say thank you to Daniel Matthew Rita Marcus for believing in Columbia, believing in Main Street. We couldn't do it without you. So thank you so much and mayor it's a beautiful day. And I think Councilman Brennan and he is mayor from Timbs and gotta give him his dues. And this wasn't our city manager. All this would happen if we didn't have a greater staff. She's letting us follow our dreams about building our city. But this is why Columbia is going to be the number one city in South Carolina. It's because people like Rita and Marcus, Daniel is asking for what they believe in and we are messing. And we're excited to be here for this. We're gonna cut the day.  A lot of us are waiting for it to back up. But this is what it's all about. When you talk about historic preservation, and revert, and I think we will say that kind of coming together, it's because of the people in history and bringing a new life to it. And that's what's so exciting. For those of you who haven't stayed at Hotel Trundle or have guests stay there, the responses of these, I had friends in Lexington here and they couldn't stop talking about it. Just was there last night with them. They were talking about when you invite us back and came to stay in the same hotel. Not only because the staff was so great with accommodations, but they got to experience downtown Columbia, not only during the day, it's also the city that we can put at night, the people walking around and everybody friendly, everybody pushing them, someone including the staff. When we have people make investments like this, and they continue to make investment after investment, we believe in our community. That's why we're going to be successful. And that's why people are coming. We're approaching 16 million visitors coming to our community, 16 million, think about that. It's incredible. But it's because of stories like this. Yeah, it's what it's all about. Let's hear a little bit about this. On behalf of Historic Lummies Executive Director Robin Waits, my fellow staff and our board members, I send a warm welcome to everyone attending today's much-anticipated debut with Flutter Wing, the latest chapter in Main Street's ongoing renaissance. As we will see, today is indeed an auspicious date in our city's history. Next October, we'll mark the 10th anniversary of the United States Department of the Interior placing the Columbia Commercial Historic District, in which we are currently standing in the National Register of Historic Places. This designation marked a milestone in a collaboration between City Center Partnership and Historic Columbia, whose aim was to stimulate reinvestment within the commercial corridor and its surrounds. Inclusion in the National Register allowed owners of historic buildings deemed contributing to Columbia's architectural and cultural evolution to access tax credits and baili bill abatements. And provided their rehabilitation efforts would make and meet federal standards. This designation has proved fruitful with initial projects bringing us such landmark businesses as Mass General Store. The district's footprint has been expanded twice since then, with the first boundary increase occurring seven years ago to this very day. That February 28th involved the inclusion of a property previously considered non contributing due to a 1960s Europe slip covered side that obscured its early 20th century character. Property in question. 1222 1224 Taylor Street. It's better known today and has since 2018 as Hotel Trundle. It's Rita Patel and Marcus Munze. As a creative extension of Hotel Trundle, the Flutter Wing, which officially takes flight today, melts 21st century Panache with the allure of more than 150 years of character embodying an historic building that opened for business in January of 1871. What does this mean for our community? It means the Main Street District offers visitors and locals another genuinely unique, inspired and dare I say, fund destination for downtown Lodgy. It means enhancing our built environment through the rehabilitation of historic finite cultural resources of which we are temporary stewards. It means more jobs. What you see before us is the latest in ongoing transformation in Columbia's built heritage, which is preserved has been preserved rather through 33,334,770 dollars in historic tax credits since 2001. Of that figure, 37% have occurred during the past decade within Main Street's National Register District. That represents not only a preserved past, but a significant and unprecedented investment in our shared future. Please join me in offering heartfelt congratulations to Rita and Marcus on this, the latest incarnation of their investment in Columbia. You will see how their efforts through those of fellow small business centers prove that historic preservation is a key driver in the economic vitality of South Carolina's capital city. The support of our family that's come here and traveled in to see this, the support of our city, unwavering support that provided to us for Daniel and Matthew reaching out, providing this opportunity, paying for it. That was nice to do. And we're really excited for everybody to see this. It's a great addition to Hotel Trundle and it reaches an phenomenal job with the design and I think everybody's really gonna love it. We're gonna just want to say thank you again. I just want to repeat what Marcus said. Thank you all so much for being here and I'm looking out at the crowd and I see so many familiar faces that have always supported us and helped us out over the years and I cannot thank you enough for that. I might start crying. But I want to give my family another shout out because without their support and encouragement, I don't know who would be standing here today, all of our local partners and the city always helping us and just everybody. We've been here kicking and screaming. I've said this so many times and I hope that this helps people realize they don't need to kick and scream.


Thanks, Mary. So as Mary said, my name is Mark Linn, and I work for Dublin City University. Speaking on behalf of some of my colleagues, Louise, Laura and Lorraine, who essentially were the lecturing staff that were behind this project, whereas I just came along and started to tell them all these fancy different bits and pieces they could do. So in terms of gamification, we started off, I was obviously promoting it, reading it up in the literature, and they just didn't know whether it was a big cure or it wasn't much to do about nothing. Before we go into anything, I think it's important, because there's a lot of misconceptions about what gamification is. So just putting up that definition there, which we explained to our staff, that it's about bringing in elements of games. It's about bringing in a quiz. It's about bringing in lessons and mood books and conditional activities, and all these sorts of little bits and pieces. Simple things, and you don't have to gamify everything. You can gamify just one little bit, or indeed you can incrementally increase it as you go along. And the first reaction we had from staff was, no, that's not gamification. I said, yeah, it is, because I'll tell you exactly what it is I've read up on it. They started getting confused with serious games, or they started getting confused with game-based learning. They started off just educating them at the very onset about the value of gamification, but also what it is and what it isn't. And I have tweeted out these slides so you can have them and dice and splice them, whatever way you like. The challenge that we looked at was research literacy. And it was a particular module that is key throughout the entire programme, in this case an undergraduate psychology programme. It's key throughout the years one to four, but students didn't get it in first year. And if they didn't get it in first year, they were shafted as they went through in terms of second year, third year and fourth year. So as I said, the challenge is problems associate with research literacy. And in this particular instance, we're talking about the maths behind it, the quantitative analysis, the statistics, the stuff the students hated. So that's the challenge. For me, the challenge level sticking with the gaming terminology, the challenge levels were on three different stages, the staff CPD. So I told them, yes, you can gamify, no problem. And this is how it will help. I can show you all the literature to show it will improve engagement. But you need to use an assignment. You need to use a quiz. You need to use a lesson. And they say, ah, that sounds great. How do I do that? I'd look at their Moodle courses and it was full of PowerPoints and PDFs. I won't even mention about the accessibility or lack thereof. So there was a big education process that we had to go through, a staff development bit. They didn't know what they didn't know. That was essentially what it came down to. There was no objections from the staff when you explained it to them. They saw the value, but they didn't know what they didn't know. The next bit then was the implementation. And very much like Aurelie in her presentation, we had to work with staff underground identifying the fruits and the foods and everything else and design the course and actually roll it out. And really for me, and it reminded me of, you may remember the ad in the 80s of the Hamlet cigar where the guy does everything trying to organize it and then he sits back and has a smoke when it all falls to pieces afterwards. That was the sort of situation where I found myself halfway through the module. And I'll explain that now in a second.  Did it work? It looked cool. If I was looking at it from a technical point of view, and indeed a course design point of view, the course looked so much better after we finished, but did it work. So there are three stages or the three levels that we had to go through with it. And here are our findings. In no particular order, right? But we did have positive outcomes. We did see improved retention within it, right? But I'll go through them one by one. Okay, so all the slides are quite similar layout. The main learning is on this side and then just a little bit more detail on the left-hand side, right? But the students absolutely responded really well to having the quizzes, to having videos in advance of the sessions, right? That whole flipping the classroom side of things we didn't fully implement, but we did give them as much information in as many formats as we could, and they had it as they liked it. That was pretty much the way it worked out. They really liked the progress bar that we had to tell them where they were within each stage, but they didn't want a progress bar with 50 things on it. They wanted several different progress bars where it's broken down into small identifiable chunks, manageable chunks. They definitely preferred the e-learning activities and definitely preferred the videos and the introductory topics and the lessons as opposed to a PDF that was put up on the site. And the gamified activities where we built scenarios to explain the real-life applications of this stuff, the students could resonate with that and it helped them embrace the subject a little bit more. So key learning for us, more tools, Moodle is great. That was pretty much what it was. And we actually started to set up a little bit of course envy with some of our colleagues where we said, oh, you know, our students are doing X, Y and Z in this module. You should give it a go. The next one was the control. And as I said, students loved it because it was as you like it. But where they had all of the material available that they could do at their pace in their place. And that was overwhelmingly, overwhelmingly their sponsor students was this was good thing. Now it's obvious to everybody here in this room, but when we had all of the students in the class replying back to the survey saying, Moodle is good. You should use it more often. The lectures start to listen. But the lectures got a little bit uncomfortable, right? Where we were giving control over to the students. And they said, no, no, no, they need to learn it this way because this is the way I learned it. And I need to know exactly what, no, put up all your stuff and give them it. Allow them the choice and the direction as to where they can go because it helps them engage with them and helps them engage with the material. So there was a little bit of, I won't say education with the lectures, but just a little bit of let and go that someone wasn't too comfortable with. The other one is motivation and anybody that's into psychology, and I must confess I'm not, I just have a little interest more so than deep knowledge. But the gamification elements weren't enough by themselves to generate interest. So what we had to do, and as I say here on the slides, the ones that were intrinsically motivated actually embraced it so much more and was brilliant. But what we're going to do, and actually we're doing the week after next, is we're trying to come up with a way to profile the students at the very start to see if we can identify and tap into the intrinsic motivations by using the likes of gamification. And because we can personalize to learning through it, we feel we would stand a good chance at it. Group work. This was a huge revelation for us, right? Now, students hated it. First year, right? They came in typically, our typical participants came in straight from the leaving search, so A-level equivalent. And hadn't really done group work before, and now all of a sudden you're telling them 25% of their score or 50% of their score is relying on somebody else. They absolutely hated it. But in our course and our learning outcomes, we had your students by the end of this will be able to work in group work. So actually what we found was, and it was really stressing out the students, right? But what we found was we needed to actually change the way we taught and actually introduce group work activity at a much earlier level, but in a structured safe level to go through. And again, that has worked. We've redeveloped it for this year. This work started a year and a half ago, now at this stage, but redeveloped it. And we're getting much more positive results when we can structure in the group work an awful lot more. Now, this was the disappointing thing for the lecture. And basically, just to explain what we did, when it gets really tough in around week five, we surveyed the students and we were saying what's your attitude towards statistics and a whole load of other different questions that we asked them. And then we asked them at the end of week 12 and we were sort of ready to hear this. We all lost statistics now and we didn't actually hear it, right? So that was quite disappointing for us. But again, what we need to do is we need to, like, group work really impacted on their whole attitude towards the subject. But we need to learn from that and actually in this case, we're going to take the attitudes, the same survey we're going to take at week one and then week five and then week 12 and so on and see if there's a change. But as you said, the grades have improved, the retention has improved and actually very significantly, the lead lecturer got one of the highest nominations for teaching a learning ward from our class. So there was other knock-on effects like that where I think she got 14 separate nominations out of a class of 32. So there was positive things, even though we didn't get the attitude change. In terms of the next step, so right now this semester, we've removed group work, right? We've removed group work from that element of it. We were actually redesigning it or integrating it outside the gamified elements, but from the gamified elements we've removed it. And we're redesigning the group tasks accordingly. And we're also looking at the timetabling options because the daily students, we actually got a big insight into the students. Most of them were commuting like over 90 minutes each way. So asking them to do group work when they have to catch a bus and they're on the bus for an hour and a half, just the practical things like this that opened our eyes and opened our lecturer's eyes as to why this sort of approach needs to be redefined. And also why putting the content online and it blended in became more attractive to the students. 90 minutes each way they could be actually learning their stuff on the bus. So we are splitting a year-long module into two and actually we're having that foundation work put at the start. But it's very much, even despite the last slide where the attitudes didn't change towards statistics, it's very much seen as a successful project. And I'll explain why. I'm looking at this from two points of view, right? So I'll be the icon on the left on the head of teaching and learning that people want to encourage blended learning. Absolutely great success. So Louise has it integrated into her module. Louise's colleagues now want to integrate into the module and the students are now asking for other bits and pieces. And the learning that Louise and her colleagues had through the various different workshops that we'd run, you can't unlearn that. You can't forget that. So even though we were teaching it for NS126, she used it in NS405, she used it in NS307 or whatever the other modules were. So it was a real worthwhile investment for us, for our team. From her point of view, she got an insight as to how the student works, the challenges facing students and to redesign her module accordingly. But I would only give it a 4 out of 5 and the reason why I would do that is because it didn't change the attitudes, right? It wasn't a panacea, it wasn't the overall cure. But if I go back to the Shakespearean analogy and if I compare that with Julius Caesar where you forget the ladders from where, or just forget the steps from where you did arise. You don't see, it's a total to get that one in there, right? What happened with Lorraine was, Lorraine and with Laura, they'd forgotten how basic their course was beforehand and how they've actually incorporated technology. They'd forgotten what they didn't know, okay? So for me, gamification was a success, is a success. It does work, but I would say if you are implementing it in your own organization or getting your staff to implement it, I would say take it in baby steps. Don't try, change it completely overnight. Thank you very much. Thank you, Mark. And any questions? Put your hands up and we'll get the microphones to you. One there first. That was great. I'm really interested in the link you brought with retention because so often we put these new pedagogies and new things in place, but you don't, I'm speaking broadly now, but you see the engaged students engage more, but the not engaged students don't really come along any further. What do you think it is about this approach that gets that retention switch going? So there was a multitude of things that actually happened, but when students, this was a class of 32 students, but I'm sure the dynamic would apply in so many more situations, but when it started off in a good place, when it started off at students' attitudes were quite happy about it and I understand it, the classes became a discussion-style thing as opposed to a lecture. Straight away the dynamic changed where if you had anybody that was like sitting on the fence, there were more suede towards the positive feelings towards it. So that had a big thing. When students are coming in, particularly with this subject, and they know from their predecessors that, oh, it's very matty, and there was a high failure rate in it, they immediately come in with these preconceptions. So if we can address that by giving them content in advance, by allowing them to take it step by step, by allowing them the freedom to fail, and by that I mean do a quiz time and time and time and time again, and we could give them structured feedback that automatically had a very positive effect for us. Thank you very much. You've obviously explained it so well that we only needed one question. Thank you.


Today's video, we're going to kind of take things back. We are officially 10 years old as of September. It's our 10th anniversary and our first super crew included Rocky Fenton, Matt Katnick, Matt Katnick at the time, 72 feet a senior year, Dottun Obendage, he had grown 65-5 and 194. Nick Banzio was the 2013 California State Champion and Kelsey Benoit grown 62-6 and 185. One of the things most people don't realize is that we started in a really dinky 800 square foot gym, but the perk of it was it was right on Pacifico's highway and you looked out the window and you could see the beach and the ocean. It was great. To maximize the space we had this parking garage below so you could see it's a small gym so when it was packed and we would have 10, 12, 15 athletes in there it was pretty jammed. But we also had a dirt lot next door was one of the things we always talk about. It's not about all the best facilities, it's about the information in the program and I think this kind of talks about the early times of what we were able to accomplish. We hit some of the local schools, throwing facilities at high schools in Southern California. Nick was one of these guys who would drive almost an hour and a half, one direction to come train. Had this parking garage below. This was the exit of the parking garage is where we used to get a lot of work done so we would throw into the wall. You can see all the marks on the wall. We knew what we were doing. We were working on our pillars. At this time it was the very early stages of the Trenchy Interaction System. That was it. Better, better, everybody can see it's better. That's it. And so it was just rep after rep after rep and there's a great thing to see you know just anybody as long as you can get a hold of a wall, the amount of work you can get done and I think why you know what made this group special is that of the five guys four of them were state champions. So Rocky Fenton was you know 158-8 in the shot, very respectable, 185 in the disc. So the California disc is championed 2014. Dottun would come down fairly regularly and it's real important to note that Dottun's primary coach, the guy who really deserves a ton of credit as well is Jorge Reyes who was the school coach and had really gotten Dottun up to a really great point and Dottun had come to us in his junior year and he had three consecutive PR. Dottun's coach came down, we coached him up, coach went back, applied the things. Dottun PR, they came back again, he PR again, came back again, PR again. Okay good opener. Load the left and drive, let's go. Push. There you go. Rocky had lived close, Kelsey lived close, they were teammates, really good friends, went to San Clemente High School and they lived just a couple miles away so they were there with their four or five days a week. Katnick lived up in Los Angeles and so he would drive down and we started working with him and I worked very closely with his coach, his coaches out here in the sector and he would come to a lot of the trainings and really study the throwing chain reaction system and apply it with the rest of the throwers at their school. A little better. See that was actually much better. Rocky had worked with since he came in with about 120 foot PR and the next year he had thrown 180 and then by his senior year you know he was consistently in the 170s and the last five weeks of the years we got everything back and he kept PR'ing every week and he wound up winning the state title. There we go. Brace here going on, Collins, Doris Robinson, that's Patty.  His mom was a nutritionist so he'd eat fantastically and the kid was just like really talented at the state meet unfortunately had a little bit of an off day but he had already thrown well committed and all these guys were heavily recruited in scholarship athletes so it was it was a really fun group to train after these guys kind of battled it out you know they went on and it was Dottun, Matt Katnick and Nick Ponziu all trained together up in Oregon and we went to junior nationals. There we go. Rucky Stenton. Woo!  All right Katnick. Now off on your state track champion. Manning for Madison with a goal of 65-5 and a half. Dottun Okodeji. Dottun, all right. Nick had just barely missed the final I think by a quarter of an inch he was a little tight it was his first big competition in a while. Testaments to the athletes these guys were exceptionally talented. These guys the one common thread was all that they all worked hard. Nick and Dottun are basically competing at the pro level. Matt's got one more year of Dottun Okodeji coming back and how much fun it was and you just look back kind of we come back humbly from humble beginnings and the importance is kind of putting this video together is just kind of reflect on some of the successes we've had you know show you guys somewhere where we came from and one of our first group of superstars and then we had a whole lot more we're going to be talking a lot more about in the coming weeks and months and kind of as we celebrate our 10 years of erite throws nation.