Service Design for Social Innovation: A New Path for the Development of Government Public Services Based on the TB4D Model

Abstract

Public service is related to everyone’s life and future and directly feeds back on the development of society and the country. How to better shape and develop it is a critical issue for both individuals and groups. As the primary provider, the government plays a vital role in its creation, development, and transformation. In recent years, with the rapid development of human society, this field has been placed in the midst of new challenges. These are the difficulties that government departments urgently need to solve, and the traditional solutions have shown apparent inadequacies. Service design, as a powerful responder, is gradually emerging and playing an important role, influencing a series of dimensions from service innovation to social policies. The application of service design in government public services holds significant social value. However, related research remains in its infancy, needing a systematic theoretical framework. This paper focuses on government public service design and carries out systematic design research on it in order to realize the corresponding social and academic value. This paper established a theoretical framework for government public service design centered on the TB4D model, based on an in-depth study of the relevant literature, nearly 30 representative industry case studies, and three practical projects conducted by the author. The model integrates the TSLC operational mechanism model, the Behavior-Organization-Policy operational content model, the “3 + 1” development mode, and the method reference guide for government public service design based on the Double Diamond design process model. The letters and numbers in the model’s name sequentially represent these four components. Specifically, the TSLC operational mechanism model derives its name from the initials of four parts: trans-dimensional cognitive and thinking mode, systems thinking, learning interactive innovation process, and cultural regeneration and value shaping. The “3 + 1” development model denotes three forms of development centered on internal design capability and the form of joint development focused on external design capabilities. The TB4D model combines both theory and practice, yet to better illustrate its overall performance, this paper reverted to the practical domain. It quantitatively evaluated 20 complete projects, calculating the mean value and 95% confidence intervals to verify the model. The results demonstrate that the model is valid and possesses high industry representativeness, effectiveness, and universality. The organic operation of the model will provide systematic, innovative solutions to address the problems and challenges faced in the public service field, promoting the sustainable development of society. Since research in this area is still at an early stage, the theoretical model proposed here emphasizes its intrinsic principles and universal logic. It aims to provide foundational theoretical support for the development of this field and systematic guidance for relevant practices. As the industry evolves, the model’s content can be further refined and enriched to better reflect contemporary characteristics. Additionally, because this model serves as a foundational framework for the entire field, it can be further expanded to develop sub-models with local characteristics when applied to different regions.