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Massive Failure: What Disasters Can Teach Us About Experience Design

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Delivered at the 7th Society and Information Technologies Encounter in Santiago, Chile.

Delivered at the 7th Society and Information Technologies Encounter in Santiago, Chile.

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    Massive Failure: What Disasters Can Teach Us About Experience Design Massive Failure: What Disasters Can Teach Us About Experience Design Presentation Transcript

    • Massive Failure What Disasters Can Teach Us About Experience Design 7 th Society and Information Technologies Encounter November 13, 2006 Santiago, Chile
    •  
      • Rounding error
      • Rounding error
      • or
      • Programmer error?
      • Rounding error
      • or
      • Programmer error
      • or
      • System failure?
    •  
    • Why disasters?
      • Reveal real-world complexity
      • Defy our expectations about accountability and corrective action
      • Cascade of ordinary failures
      • Attract small-problem solutions
        • Blame and shame
    • Management 101
    • What is a system?
      • Collection of “stuff”
      • Dynamic, complex, interdependent relationships
      • Can't be decomposed into linear processes
      • Can't be separated from the environment or context in which they occur
      • Small changes  big effects
    • What are systems?
      • Economies
      • Ecosystems
      • Organizations
      • Markets
      • Projects
      • Social Networks
    • Do Systems Matter?
      • GM closes plant in Fremont, California (1982)
        • Worst quality record
        • Worst labour relations
        • Highest employee absenteeism and drug use
      • Toyota opens Fremont plant in 1984
        • Hires 80% of GM’s workforce
        • Outstanding quality record
    • Relevance to Experience Design
      • Web is an ecosystem
      • Systems within the web
        • eBay
        • Blogosphere
        • Digg, Flickr, MySpace
      • Cross-channel experiences
    • Value-Centered Design
    •  
    • Lessons Learned
      • Cascade of ordinary failures
      • Complex accountability
      • Real-world tests
    •  
    •  
    •  
    •  
    • All Dead
    •  
    •  
    •  
      • “ Good-to-great transformations do not happen overnight or in one big leap. Rather, the process resembles relentlessly pushing a giant, heavy flywheel in one direction.”
    • Lessons Learned
      • Real-world tests
      • Complex accountability
      • Big problems have shared ownership
      • Assumed safety nets can vanish easily
      • Small changes  Big impact
        • The Flywheel Effect
    •  
    •  
    • http://www.boeing.com/commercial/safety/pf/pf_accident_rate_history_cht.html
    • Eastern Flight 401
    • NASA Research (1979)
      • Primary cause of most aviation accidents:
        • Leadership
        • Decision-making
        • Interpersonal communication
      • Led to teamwork training for flight crews
      • Reporting of near misses
    • Successful Systems
      • Transparency
      • Quality over authority
      • Shared ownership
      • No goats (and few heroes)
      • Team training
      • Real-world tests
    • Bringing Systems Thinking to Experience Design
      • Context, context, context
      • Ignore boundaries
      • Create simple models of systems
        • Actors, objects, policies
        • What influences what?
        • What/where are the incentives?
        • Are there leverage points? Feedback loops?
      • Experiment, experiment, experiment
    • “ Screw around vigorously” - Tom Peters
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    • Questions? Email: [email_address] URL: http://atomiq.org/etc/massive_failure_chile_2006.pdf