This paper describes a series of examples of disruptive design in practice, taking place in a service design context and observed as part of a wider case study. The subject of the case study was a large UK based manufacturer/retailer for-profit organisation and the disruptive design intervention was focused on the design of a new form of resource to replace an existing staff handbook, viewed by the organisation as a key part of its internal services to employees. These examples are given in relation to the attitude, process, methods and outcomes of a disruptive design approach. Our findings include the development of design knowledge amongst participants, the emergence of active designers and the potential value of unfinished artefacts. We conclude by considering whether these examples suggest opportunities for service design.
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