ABSTRACT
This chapter explores how service designers often start designing service interactions to then enter into deeper transformational processes of service systems, cultures and organisations. It has contributions from authors working traditionally in interaction design and information science that have explored the area of service design, transferring their existing knowledge from their original field into the one of design for services. Service designers can use their interaction and human-centred design approach to have wider transformational impacts into service organisations; in so doing designers can facilitate the development of new delivery modes and the generation of new service ideas and business models whilst stimulating organisational changes. Service staff has been defined by service marketing literature as boundary-spanning roles 'resulting in their being as close psychologically and physically to the organisations' customers as they are to other employees'. A human-centred design approach to design for services necessarily doesn't stop to understanding users, but includes service staff and their work environment to generate change.
