This second part of the strategy introduces a framework to structure thoughts and actions on the specific phase of experimenting. We use the living laboratory set up as a platform for this, to bring about and support the sustainable mobility solutions of tomorrow, with all the care and attention they need in order to set sail and navigate through the shallow waters of innovation. The developed three-folded A-B-C approach complements part one of the strategy, and serves as a guide for developing and designing different mobility experiments.
While the phases 1-4 of the first part of the strategy generate a list with potentially interesting experiments, the A-B-C of experimenting is meant to work now with one of those potential experiments at a time and design, implement, monitor, evaluate and strengthen it. Here is a brief outline what the three steps include.
The next three pages treat the A, B and C in turn and try thereby to make this‘ A-B-C of experimenting’ more tangible. While the left side of the page contains some general descriptions and tasks, which could be part of conducting the experiment, the right side adds up some concrete ideas, what this could mean in an example. The experiment chosen here is a basic setup of a car sharing system in Nordhavnen. It is not the most innovative idea we employ here as an example, but we believe that this mobility solution, which is not yet considered in the Nordhavnen package, has a big leverage effect, as it has been argued repeatedly to have a significant effect on raising awareness about own mobility patterns and to decrease car usage over time among its users.
? A!
Articulating expectations and adjusting visions
The first question that needs clearance is; do our assumptions, that the experiment can contribute to a mobility package that all together is the sustainable future of mobility in Copenhagen, hold proof once expectations with other actors are leveled? To answer this question, a dialogue about what the experiment can do in the bigger setting of the mobility system is purposive. Often there are many unspoken assumptions about this, which should be contrasted with different perspectives, thorough research and inspiration from other cases of the experiment. This step of articulating and leveling the expectations is crucial to prevent clashes in the run of the experiment. It can result in a decision if further effort is taken with the experiment,‘ Go!’ or‘ No Go’.
Empowered by a‘ Go!’, the process of adjusting visions can start. The municipality, plus eventually other actors that are already involved in the experiment, outline an initial description of how the concrete experiment might look like, what goals it should achieve and how it can be build further upon. Once this document is ready, a first vision is born. This document is needed for the next step of building a network around the experiment.
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These steps are build upon the theory of Strategic Niche Management, which offers guidance for navigating within the manifolded challenges of experimenting. Recommended literature, if interested in reading further on about this would be Raven et al. 2010:“ Transitions and Strategic Niche Management: Towards a Competence Kit for Practitioners”.