In my post on customer experience trends for this year, I named 2014 as “The Year of Empathy.” Empathy is a critical component to any customer experience effort. To help ignite the discussion on this important topic, we launched the Amplify Empathy Challenge as part of the overall Amplify Empathy Movement.
We asked people to share how they’ve raised customer empathy within their organizations and Temkin Group committed to awarding up to $2,500 for the best ideas. We had a number of great submissions, which made it hard to decide, but we selected the five winners below (all receiving a $500 Amazon.com gift certificate). We added the titles to their entries, but the rest of the description is exactly what they submitted on the Amplify Empathy site.
The bottom line: Keep finding ways to #AmplifyEmpathy within your organization!
Amplify Empathy Winners
Here are submissions from the five Amplify Empathy winners:
Empathy Mapping in Workshops
Aaron Cooper, Customer Experience Architect, Prime Therapeutics
“I integrated empathy mapping into cross-functional design workshops, focused on generating customer-centered ideas to inform redesign of experiences within digital channels.
These workshops were hosted in a main corporate office, and brought directly to stakeholders via an on-site session at one of our call center locations. This was an excellent way to build empathy across the business, by bringing the opportunity directly to key team members.
Each team in a design workshop was composed of 4-5 people – a mix of developers, system analysts, business leads, customer experience professionals, call center agents and other team members. Each team was given two scenarios, based on one of our five personas. The scenarios provided a description of the persona, their context, needs, specific tasks and “how might we” statements to stimulate thinking. The workshops were structured as a series of rapid sketching sessions, kicked off by empathy mapping before sketching began for each persona’s scenario.
During empathy mapping, each team member contributed real, recent customer experiences. Call center agents offered particularly rich descriptions of customer thoughts, feelings, statements and actions (Think, Say, Feel, Do) to feed the conversations. Directly after empathy mapping, teams individually and collaboratively sketched, then reviewed and consolidated concepts, then voted on ideas. I tied the idea voting directly to customer experience metrics (eg. ease of doing business – see Forrester), plus a colored dot for “breakthrough idea, if…” to emphasize ideas that had innovative characteristics. By weaving key performance indicators into voting, very early in the design process, team members had another way to evaluate the efficacy of ideas.
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