UCD and Change management - presentation at UXPA 2012 Las Vegas

1. UCD and Change Management
UXPA 2012 Las Vegas
Henning Brau Tobias Limbach
June 7th, 2012

2. 01. DETERMINING POSITIONS

3. 01. DETERMINING POSITIONS
TODAY‘S SCOPE: IMPLEMENTING USER-CENTERED-DESIGN IN A COMPANY
CONTEXT
USABILITY
SOFTWARE
TESTING REQUIREMENTS
CONCEPTS
DESIGN
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4. 02. CHANGE MANAGEMENT AND UCD

5. UCDneedstoliveUXManagersWeare
thelawyersoftheusersiterativeora
gileprocessasNielsenalready5use
02. CHANGE MANAGEMENT AND UCD rsareenough300%ROI&UXMatters
THE UNFULFILLED PROMISE & COMMON APPROACHES
Communication
http://www.insideoutshop.de/
images/GuruGuruEssen.jpg
http://www.12manage.com/images/picture_design_thinking.jpg
Knowledge
http://www.bluehaired.com/corner/wp-content/uploads/2009/12/this-is-service-design-thinking.jpg
http://branddna.files.wordpress.com/2010/
02/c2bfque-es-el-design-thinking1.jpg
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6. 02. CHANGE MANAGEMENT AND UCD
UX-CRUSADES IN COMPANIES
− We are experts!
− We have established methods!
− We generate added value!
− We have standards on which our
work is based on!
− We are the lawyers of the user!
http://www.monacensis.de/tipps/wehrtechnik/Die_Muenchner_Sagitari/images/schlacht.jpg
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7. 02. CHANGE MANAGEMENT AND UCD
UX-CRUSADES – MISSIONARY ZEAL AND THEN WHAT?
UCD is not the only
way to happiness
(did you know?)
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8. 02. CHANGE MANAGEMENT AND UCD
UCD IS NOT THE ONLY WAY TOWARDS HAPPINESS
− Product development is paradigmatic
» Visual Design = aesthetic/creative
» Engineering = problem solving/efficient
» UCD = phenomenological/reactive
− Paradigms pursue the same goal and attain it.
− There is no right way.
− Who keeps only to peers / builts up his own
sect with followers, looses access to other
paradigms.
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9. 03. PHYSIOLOGY & PSYCHOLOGY
OF CHANGE

10. 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
MANAGEMENT SYSTEMS = SOCIAL STRUCTURE AND POWER SYSTEMS
upper Goals & Values A-Level
management
• Definition of overall company goals
C-Levels
- Normative - • Definition of company values
Power-Distance-Reduction
middle E1 (Board)
management Portfolio & Orientation
• Integration into business areas E2 (Center)
- Strategic-
• Introduction and management of strategic
lower orientation E3 (Dept.)
management
Implementation
- Operative - • Process definition E4 (Team)
• Process execution and optimization
members of staff Engineer
 Change could apply to different levels; participation raises power distance
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11. 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
BASICS: ABOUT THE INERTIA OF MASSES
Newton’s laws:
− “Every body persists in its state of being at rest except
insofar as it is compelled to change its state by force
impressed.”
Changes need sufficient energy.
− “To every action there is always an opposite reaction.”
The change’s recurring action potential must be bigger than the
one for preserving the state of being at rest.
 Documentation / Communication without context
= Counter movements
http://de.academic.ru/pictures/dewiki/78/Newtons_laws_in_latin.jpg
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12. 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
ENERGY SOURCES FOR ORGANIZATION CHANGES
Revolutionary Evolutionary
Answer to crisis A commitment is the trigger
» Changed market forces (Crash) » Unfulfilled promises of salvation
» Technological Developments (iPhone) » Anticipation of trends
» Social Trends (Bio/Eco)
− Change does not seem necessary,
− When a paradigm promises to solve thus high potential of resistance
crisis = Change probable − Without creating the critical mass
− Resistances are generally given, but = no change
„lame duck“ if critical situation is
accepted
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13. 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
CONTRADICTIONS
What is the Change Management
Paradox?
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14. 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
SYSTEM DEVELOPMENT MEANS REDUCING UNCERTAINTIES
Require- Implemen- Testing & Further
Concept Sundown
ments tation Deployment Development
− There are time schedules
− There are budgets
− There are methods and processes
Why? In order to create security.
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15. 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
CHANGE MEANS CREATING INSECURITIES
FREEZE UNFREEZE FREEZE
Note: Friction creates heat.
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16. 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
RESISTANCE – REACTANCE THEORY (BREHM, 1972)
1. Consequence of a perceived restriction of room for free action
(self-efficacy).
2. Reaction: regain lost room for perceived self-efficacy
(actively / passively).
− Resistance is necessary, has reasons, and has rationalization
within its context
− Never try to break or rationalize away resistance!
− Participation raises awareness of own room for action and
enhances quality
− Measures that create acceptance reduce reactance
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17. 04. MANAGE THE CHANGE

18. 04. MANAGE THE CHANGE
APPROPRIATE ROLE WITHIN THE WORK ENVIRONMENT OF USABILITY/UX
CONTEXT
TESTING REQUIREMENTS
CONCEPTS
USABILITY/UX MANAGER − Is responsible for the UCD across units
User Requirements Engineer − Competent in processes and methods
Interaction Designer − Plans and monitors the UCD
Information Architect
− Defines tasks and results
User Interface Designer
Usability/UX Tester − Ensures quality of execution
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19. 04. MANAGE THE CHANGE
CHANGE MANAGER VS. USABILITY / UX PROFESSIONAL
CLIENT DESIGN CLIENT CUSTOMER 1
USABILITY/UX
CHANGE MGR.
DEVELOPMENT USER CUSTOMER 2 CUSTOMER 3
• Focus on user group(s) and their goals in a • Focus on internal customer group(s) and their
specific context goals within the organization
• System design from the user’s point of view • Organization design from the customer’s point
of view
• „Lawyer of the user“: Cooperation with Peers • Neutral partner within the organization
• Micro politics as source of irritation • Micro politics as means for work
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20. 04. MANAGE THE CHANGE
CHANGE MANAGER AND. USABILITY / UX PROFESSIONAL
USABILITY/UX
CHANGE MGR.
• Is working with people
• Needs to understand different contexts
• Needs to know motivations and expectations
of people
• Needs to be creative to convince people
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21. 04. MANAGE THE CHANGE
SOME BASIC RULES: #1: BE NEUTRAL
Anyone who is the beneficiary is in danger of being noncredible. If the change manager’s trust
balance is negative, the project is probably lost.
− The change manager moderates, mediates, and documents
» Is a man of conviction – no fervent crusader
» Is factual in a comprehensible way in his decisions
» Is partner of all lots
» Is planner and companion, not shaper
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22. 04. MANAGE THE CHANGE
SOME BASIC RULES: #2: DEFINE A CLEAR SCOPE
Change Processes fail if they become too large because the critical mass cannot be attained. If
goals are set, a strategy can be established:
− Change Processes are potentially never-ending, therefore a project character is needed
» Definite start, definite end, definite deliverables, definite intermediate steps  Project management
− 10 stakeholders have 100 opinions about what is needed
» Consult extensively, but push for a binding decision
− Document the scope, do not deviate from it
» If expansion is needed, reduce elsewhere – or stop!
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23. 04. MANAGE THE CHANGE
SOME BASIC RULES: #3: CREATE NUMBERS (KPI) – CREATE SECURITY
Target figures and methods of project management create security, especially in technical domains:
− Gather plausible, resilient figures (time, expenses, benefits)
− Let yourself be measured based on these figures
− Be realistic – do not make promises which you cannot keep
10 steps saved 300 users
x 30 employees x 4 usages a day
x 50 walks per shift x 3 seconds
= 3.3 million steps / year = 3.3 million steps / year
= 86 workdays = 27,5 workdays
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24. 04. MANAGE THE CHANGE
SOME BASIC RULES: #4: KNOW AND USE QUALITY MANAGEMENT
Quality Management according to ISO 9001:
− Quality = Product meets certain usability demands for a specific context (US product
liability law: “fitness for use“)
− ISO 9241-part 110: Effective, efficient, and satisfactory achievement of objectives in a
specific context
− When a company is certified according to ISO 9001 or works for a certified company, the QM
representative has great influence on the company
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25. 04. MANAGE THE CHANGE
SOME BASIC RULES: #5: BE COMPETENT, COMMUNICATEE TARGET GROUP ORIENTED
Change Processes fail if the change agent is seen as outside of the field or out of touch.
Therefore, context and user research is necessary:
− Acquire extensive knowledge about special fields and their vocabulary
− Analyze and understand fundamental processes, roles, and tasks
− Analyze potential to change, know positive impacts as well as negative ones
− Work out strategies of communication based on factors relevant for acceptance:
» Level
» Units
» Occasions
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26. 04. MANAGE THE CHANGE
SOME BASIC RULES: #6: INVOLVE MANAGERS BY COLLECTING ASSIGNMENTS
The lower level cannot evade your work if you have an assignment of the next higher one:
− Never tell management what you want to do but ask:
1. What potentials and risks the change would have in his area
2. What you should do for him in what time frame in order to realize the potentials
3. Who from his team you can involve
− Give announced feedback on a regular basis in a form suitable for management:
» This was the assignment
» This was achieved with these people
» These difficulties occur/occurred
» These suggestions need to be confirmed
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27. 04. MANAGE THE CHANGE
SOME BASIC RULES: #7: INVOLVE EXTENSIVELY, BUT FORCEFULLY
Participation can be ordered, but not personal dedication. Cooperation must be mandatory and
aligned with personality in order for multiplier effects to take place
− Implementation is achieved on level of operation
» Creation of a network of committees across special fields
− Identification (conferences!) and team spirit must be actively created
− Approval process on a higher level provides for sustainability
− Clear stages of escalation in the hierarchy create pressure to succeed
− In the beginning there are small, clear-cut goals, where cooperation takes place
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28. 04. MANAGE THE CHANGE
SOME BASIC RULES: #8: LEARN TO HANDLE RESISTANCES
Reason for resistance Course of action
Information deficit of stakeholders; rumors and Communication: Deliver targeted information for
misjudgment stakeholders from a reliable source
One-sided information deficit of change agents; Participation with regard to content: Win and engage
stakeholders have considerable potential for resistance multipliers, also against initial resistances; avoid one-
sided communication!
Stakeholders’ resistance caused by adjustment Protect affected stakeholders; offer support, trainings
problems
Win-loss situation for stakeholders; powerful groups of Negotiate contents; accept deviations from plan without
interest extending the scope in order to have your foot in the
door
Resistance against mandatory imposition Disciplinary intervention by means of hierarchy; point
out consequences
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29. 04. MANAGE THE CHANGE
ROLES & TASKS OF A SUCCESSFUL CHANGE MANAGER
1. Definition of scope with client
2. Analysis of organization and processes (as-is)
with client, including stakeholder analysis CLIENT CUSTOMER 1
3. Recognise potentials for change
4. Acceptance projection
5. Identification of alliances CHANGE AGENT
6. Strategy development
- network of committees
- measures CUSTOMER 2 CUSTOMER 3
- participation
- communication
7. Coordination, Monitoring and Implementation of
Tracking
8. Continual Improvement Processes (CIP)
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30. Thank you for your attention

31. Tobias Limbach Henning Brau
TEAM MANAGER UX DESIGN DIRECTOR USER EXPERIENCE CONSULTING
Tobias.limbach@uid.com henning.brau@uid.com
www.uid.com