企業不僅要擔心服務創新沒被採納，更擔心被曲解的採用。此時，理解創新的認知過程成為關鍵。本研究調查博物館的導覽服務，分析設計者如何引導意會促成對認知的重塑。本文從設計者與使用者的互動過程，闡釋意會的三階段：始意會、導意會、再意會，以理解創新歷程中認知的變化。學理上，本文提出導意新作法，點出意會理論中認知轉換的重要性，追溯導意重塑認知框架的作法，探討意會的連貫性、互動性與可塑性。實務上，本文解釋導意應用於展商複合的思維及服務設計的微旅程。這類新導覽方式使博物館策展不再侷限於不動、走動與互動，而能產生文化上的感動。當設計者理解意會過程，就能引導驚訝變成驚喜，使意會變為心領神會，服務創新得以歷久彌新。

What enterprises should worry is not about the none-adoption of service innovation, but adoptions that are used inaccurately. Users often make false senses during unfamiliar situations, which leads to undesirable outcomes. In this circumstance, understanding the cognitive dynamics underpinning the innovation process becomes critical. This research investigates the service design of a museum’s guided tours and analyzes how designers redirect audiences’ sensemaking, while facilitating cognitive reframing of artifacts. This article examines the interaction between designers and users, elaborating the three phases of sensemaking: initial sensemaking, sensegiving and sense-remaking, in order to apprehend the process of cognitive shift. Theoretically, this article proposes new practices of sensegiving, assisting audiences to establish new sensemaking from their initial misinterpretation towards artifacts. Such analysis also points out the pivotal role of cognitive shift in sensemaking theories, tracing how designers’ sensegiving may reframe users’ cognition. Practically, this paper explains the use of sensegiving in building hybrid business model, and exploring the micro-journey in service design. As such, museum curating no more needs to be constrained in the traditional models of the static display, packaged tours and digital interaction, while allowing exhibitions to induce cultural inspiration. When designers could recognize the triggering process of sensemaking, it would be possible to turn startle into surprise, and sensemaking into appreciation. In so doing, service innovation would become more sustainable.