No gossiping, no intrigue, no pussy-footing around problems and no telling people what you think they want to hear whilst privately disagreeing. We will be transparent in our dealings.
Violence in our contact with others means that we forgo more compassionate perspectives and effective strategies for meeting needs. Recognise that everyone is trying to be effective within their own context, culture and constraints. Seek to bridge gulfs in communication and mindset. If you feel frustrated, you’re doing it wrong. Rinse and repeat.
The Home Office providing succinct and pragmatic advice to commuters as part of campaign to thwart cyber crime through education: cyberstreetwise.com. This advert appears to build upon XKCDs excellent Password Strength cartoon.
The people farthest from understanding the technology are often the ones making the strategic decisions
Great opening quote in Paul Boag’s book Digital Adaptation. The inference is that the people most removed from digital publishing are senior management and their influencers. This is often true, certainly in the higher-education sector.
However I might extend the point of reference to include the customers of the service being designed or delivered. These customers must extend their influence to the digital team, and its masters, if truly user-centred publications, apps and services are to be designed and delivered.
In this sense it’s part of bridging the digital divide with reality between the organisation and the real world which lies beyond its strategies, internal processes, politics and silos.
Mentoring a team in a Design Jam is an excellent way to sharpen your facilitation and leadership skills. This is what I learned, and techniques I tried, at CityStarters and VISA Europe’s Jam to explore the future of payments #beyondplastic.
Simple icebreaking games can seem corny, especially to our British sense of reserve. However, when done well, they can help a diverse group of strangers rapidly coalesce into a team of co-creators with a dynamic to get them through the rest of the Jam. Dave Gray’s Gamestorming Wiki is a great place to start looking for ideas.
It’s also important for the mentor to stress that each team member is different. Everyone will have a different point of reference, aptitudes and experience. The team members may also wish to practice roles and skills that are under utilised in their normal life or role. Consider steering the group in this direction as a successor activity to the icebreaking.
Summary: icebreaking requires strong facilitation and prior preparation by the mentor, but it will setup the team dynamic for the rest of the activities.
This is essential for the group to understand and meet its milestones and to progress successfully throughout the Jam. Look for and think about:
whether the group identifies this as a requirement?
do they allocate a role of time keeper?
what kind of time management oversight is happening (and if it is effective)?
are they creating mini-milestones / chunking their time within a sprint?
have they factored for any contingency time?
Summary: each sprint is intense, and there can be multiple and concurrent conversations and work streams. It’s easy for the team (and for the mentor) to forget about this essential criteria for successful delivery.
“Yes, and…” facilitation
The “Yes, and…” rule is one of the core protocols of improvised theatre. It’s designed to unlock creative ideas by deliberately preventing other team members from negating the contribution of someone in the team. Rather they must accept, build-upon and extend the idea by saying “Yes, and…” prior to their contribution. Some examples:
engenders an acceptance based approach to new and unfamiliar ideas
helps defuse any ego and innate, or inherited, control assumptions brought into the Jam
facilitates rapid development of trust, collaboration, communication and confidence through out the team
Summary: the mentor should observe the dynamic of the group and consider introducing “Yes, and…” if there are conflicts, exclusions or a limited level of communication, listening and creativity.
It’s probable that the team will need to divide or work on parallel tasks during the sprints in the Jam. Ensure that you think about the diverse mix of skills and personalities that make up the team when this happens. This might be an opportunity to steer the team (or team members) into sub-teams that complement each other in terms of skill, or in terms of their personal benefit from the Jam.
pairing people with diverse or complimentary attributes to help facilitate an exchange of skill and involvement in the task
forming smaller sub-teams so that quieter members of the group can make stronger contributions. These can then be reported back to the main team when it reforms.
achieving greater productivity within the time constraints and building trust within the team
It’s also important to watch for any splitting into factions that mars working toward their common objective. For example: continuing to work of parallel solutions after the idea storming phase is complete.
Summary: use the beginning of each sprint consider the team dynamic, the objectives of the team members and the task in hand. Provide guidance to the group as needed.
Find Design Jams
Johanna Kollmann used to run DesignJams.org, and DesignJam London, but sadly this site was taken down in 2014. The only options I’m aware of are:
Nice example of functional requirements engineering and standardisation on a project that marries legacy infrastructure (the platform height, distance) with a new bespoke build (the new TfL S Stock trains). A usable, inclusive and delightful experience; someone, somewhere, did their job right.
A nice graphic from a New York Times article — An Appeal to Our Inner Judge — about the innate ability of our unconscious mind to create bias, assumptions and profiling; particularly as applied to people.
Identifying and factoring for inherent prejudice is essential in many aspects of user experience work; perhaps when recruiting new team members, meeting new clients but especially when working with research participants.
I also like how this graphic illustrates how many cognitive activities, conscious or otherwise, are undertaken by a researcher as they facilitate experience design sessions, particularly how many variables can be brought into play during a seemingly simple one-to-one interaction like a interview, let alone something more complex like a focus group or usability test.
In both cases being aware of the unspoken influence your inner judge will positively affect your ability to reach better outcomes and decisions for your project.
Real web design is what Google, Amazon, Twitter, and Facebook do. It’s about making the customer the hero, the center of attention. It’s about facilitating the customer to do what they want to do. Digital is not a technology. It’s a way of thinking that puts the customer first.
So, the corporate chieftain who once declared that “the food business is not a technology business” has spent $42 million to update Panera. “The goal is to eliminate friction points so that customers have a better experience […] because if they have a better experience, it will help our business.”
The integration and establishment of user experience design practice continues apace! A nice case study about the CEO of the Panera Bread restaurant chain ‘eating his own dog food’, reflecting on his privileged experience, and having the influence to affect changes that empower his customers.
Content Strategy, Information Architecture, Interaction Design, Accessibility