What techniques do you use to get stakeholder buy in for service design workshops and exercises? I would say first prove something small before you do anything else. That's something that I use myself when I change organizations where I work for. The first thing I do, I want to try I try to find a quick way, something quick and easy that I can do a little project where I can help the team, help people, help the organization, and then they can see, oh, he did a good work on that.

And then people usually say, if he did something good for this small project, he might do something good for the next project. And so you get some buy in what you do as a person or as a team. So it's like something small to prove that you bring value. It's again quite a bit of a strategic thinking and not trying to sell service design right away, but rather to be useful.

And maybe you will not be useful with service design skills per se. In the example, in my personal example, when I went back to the Slovakian army, one of the first tasks I did was more about marketing stuff. And it wasn't a problem for me because the way I approached it was for me a good way to show how my service design mindsets could then also be shown in other projects.

And people now know, oh, he worked in that way. It's a funny and weird way how he did it, but it worked. I now expect he will do the same for the next project, so that's one thing that you can do. Another is, before you sell anything, is ask people what they really need. It's so much easier to sell something to someone once what their problem is.

As a customer or as a client, it's easier for me to say yes. When I know that you're solving my problem. So that's, and for, to do that, you just have the ques, I have to ask questions like, what do you need? What's your problem? What are the challenges you have? What bothers you at the moment?

That's the kind of questions that you have to ask and go through. But and this is maybe one of the last elements for me to answer this question, which is, Give power by offering options instead of saying, Hey we are gonna do it this way. And that's the only way that can be done for it to be successful.

Try again to have some unity and give power back to the people who take the decisions. Show them different proposals. Show them, oh, we could go this route or this route. We could do something very quick. We do, could do something very deep. When you show these propositions, always explain, okay, if you want quick and dirty then do this.

If you want to go deep and take the time, then do that. But just know, the problem with option A is this, and the problem with option B is this. And that, when you do that, you recognize that the one that was taking the decision is a smart person, and you give him back the power, which is something quite important, I think.