maturity. We did not take the time toelaborate the ideas before reworkingthem with the community duringthe creativity workshop. Mobilityspecialists should have selected,categorized, and reworked thembefore conducting the workshop.
The service in charge of mobility is nowworking on the implementation of sevenof the ideas selected from this project.
We realized that one majoradvantage of such an experiment is thatthe public sector ceases to be the soleinitiator of actions toward improvingmobility in Geneva. It has a communityto share this responsibility with!
Areas for improvement: Implementingsome of the ideas created by thecommunity and its continuedinvolvement in the process is theprerequisite to sustain the virtuouscircle: Participants want to see thatsomething concrete emerges from theirinvestment of time and energy. Weshould have planned more resources forthis phase. Ideas will be implemented,but we hope the process will be fastenough to maintain the motivation ofthe community.
6. Transformation of Mindsets
Impact: The other side of the project was
focused on its potential to transform
the administration. As employees who
participated in the project attested,
they experienced a real change in the
way they perceive their work: “I can put
faces to the figures in our reports”; “We
switch from stereotypes of mobility
habits to real-life stories”; “I now see my
job differently. I have understood that
the engineering vision of my job is not
addressed by MobiLab (e.g., parking
habits). We then selected eight of the
topics and the questions that should be
Areas for improvement: The numberof posts and comments starteddecreasing after five to six weeks, andsome participants indicated a decreasein motivation. Together with ourcommunity we identified two potentialsolutions to this issue: Either shortenthe experiment or increase the numberof participants to maintain a high levelof activity on the platform.
4. 100 Ideas
Impact: MobiLab performed perfectlyas an incubator of solutions. On thebasis of individual testimonies wecreated 100 ideas (see sidebar). An ideawould emerge during a discussion;it would be debated and eventuallyrefined. It could also generate anotheridea or emerge a few days later and befurther deepened.
Key success factors:
• Written format. Elaborating ideason a blog was instrumental to achievingsuch a result. Writing helps one to thinkthrough the ramifications of an ideabefore sharing it, and adding a picturehelps in visualizing it.
• Ideas selection process. Two mobilityspecialists classified and prioritizedthe results. They considered what theirdepartment could launch independentlyand what required external partners.
Accordingly, they selected two ideasthey could act on directly and five theycould initiate but not implement alone.
Areas for improvement: The quantityof the ideas collected was not consideredan issue, so there was significant roomfor improvement in their depth and
Areas for improvement: A drawbackof the method is that it relies solely onthe testimonies of participants, whichare not possible to question deeply ina blog. Even though our project leaderdid not request it, adding our ownobservations and one-on-one interviewsenabled a deepening of the study.
3. Dialogue within the administration
and between the administration
and the public
Impact: At the end of the project,participating citizens made statementssuch as: “I am going to miss it”; “I couldget my voice heard”; “We had realinteractions with our administration.”The state employees were also happy:“It is nice to be in a dialogue for achange instead of being judged.”The two communities created at thebeginning of the project had merged.
Key success factors:
• In-person meetings. We made surethat all participants met in personfrom time to time. For instance, weorganized a meeting for a drink in apark.
• An editorial plan. This plan (atable indicating the question to beasked by each of our team membersand when) was the score that set therhythm for our community. The topicshad been carefully chosen to provideideas to support the mobility strategy(Mobilities 2030). First, we interviewedthe people in charge of the strategyabout how, based on their projections,mobility behaviors needed to evolveto achieve the strategy (e.g., driversshould park their cars at the entranceof the city in a park-and-ride area). Thisdirectly provided us with the topicsand indirectly with the questions to be
1Define project hypothesis and goals
Preparation Production Sorting and Deepening
2Create an internal and external community
3Animate the blog and create ideas
4Analyze and review results weekly
5Lead idea creation workshop
6Sort ideas and eepen them
7Test ideas and implement them
8Feedback loop on the experience: inform participants about implementation statusFigure 5. The project planning process.