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Organizational Parkour
The Negotiation Game

Joan Vermette
Content Strategy Director
Mad*Pow
Welcome to
Infocamp
Welcome to
Infocamp
Welcome to
Meaningcamp
Welcome to
Meaningcamp
Welcome to
PEOPLEcamp
All of us do
our work in
ORGANIZATIONS
ORGANIZATIONS
can throw up
barriers
Size
Size of mission
Amount of risk
Accountability
ORGANIZATIONS
CULTURE
Hierarchy
Autonomy
Collaboration
Work/life balance
ORGANIZATIONS
CULTURE
PERSONALITIES
Skill bases
work attitudes
optimism/pessimism
competitiveness
preparedness
ORGANIZATIONS
CULTURE
PERSONALITIES
KNOWLEDGE
Info consumers
Info creators
Non-experts
What is
parkour?
Georges
Hébert
“Être fort pour
être utile.”
What
parkour
looks like
“Parkour is the attainment of
“Parkour is the attainment of
“Parkour is the attainment of
human freedom through the built
environment”
“Built environment” = Organizations
But it’s all okay…
Because the difference between
this…
And this…
Attitude

I wouldn’t worry about it none. It was
my own dream and they’re only in your
head…
Practice
You practice so you can invent.
Discipline? No…
The joy of practicing
leads you to the celebration
of the creatio...
Parkour artists learn three ways

Strength training
Fundamentals
Obstacle courses
Parkour artists learn three ways

Strength training
Fundamentals
Obstacle courses

And so can we
Strength Training for us
Observation
Strength Training for us
Observation = mindfulness
Strength Training for us
Empathy
Strength Training for us
Empathy = poly-empathic
St Sebastian, the patron
saint of design thinking
St Sebastian, the patron
saint of design thinking
St Sebastian, the patron
saint of cognitive
flexibility
Cognitive flexibility:
The mental ability to think about
multiple concepts simultaneously.
Cognitive flexibility: the Stroop Test

RED
GREEN
BLUE
Fundamentals

Standard vaults, leaps, rolls…
Fundamentals for us

NEGOTIATION
Principled Negotiation
Principled Negotiation
§  Separate the people from the problem
Principled Negotiation
§  Separate the people from the problem
§  Focus on interests, not positions
Principled Negotiation
§  Separate the people from the problem
§  Focus on interests, not positions
§  Invent multiple ...
Principled Negotiation
§  Separate the people from the problem
§  Focus on interests, not positions
§  Invent multiple ...
Obstacle Courses
A parkour park
Obstacle Courses for Us
Role Playing Game

Client Role

1A

UX Role

1B
Story Game

The story of
a project
Project brief
Project brief
§  Modifying content and adding a new mini-application to an
existing web property for a large company
Client Statement
Agency Statement
Statement of Work
§  Upfront research, including
§  reviewing internal documents
§  stakeholder interviews
§  user int...
The Cards
§  The script of the story is on a deck of
cards. Each card is a part of the
story in the process of creating a...
Anatomy of a game card
The object: create
deliverables
§  The object of the game is create
deliverables by playing cards in
order.
§  Some of t...
Timing and Game Play
§  The game is in three phases:
§  Discovery: Deliverables 1 – 4
§  Research and Design Studio Wor...
Want to
PLAY?
In summary
§ Conflict and communications issues are not the things
*interfering* with our jobs – understanding them IS ou...
Questions?
Organizational Parkour for Seattle Infocamp, 10/2013
Organizational Parkour for Seattle Infocamp, 10/2013
Organizational Parkour for Seattle Infocamp, 10/2013
Organizational Parkour for Seattle Infocamp, 10/2013
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Organizational Parkour for Seattle Infocamp, 10/2013

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More on ways to practice our negotiation skills so our great UX designs will see the light of day. It proposes that UX Designers strengthen our cognitive flexibility, learn basic negotiation skills, and anticipate conflict and practice how to get through it.

Published in: Business, Technology

Transcript of "Organizational Parkour for Seattle Infocamp, 10/2013"

  1. 1. Organizational Parkour The Negotiation Game Joan Vermette Content Strategy Director Mad*Pow
  2. 2. Welcome to Infocamp
  3. 3. Welcome to Infocamp
  4. 4. Welcome to Meaningcamp
  5. 5. Welcome to Meaningcamp
  6. 6. Welcome to PEOPLEcamp
  7. 7. All of us do our work in ORGANIZATIONS
  8. 8. ORGANIZATIONS can throw up barriers
  9. 9. Size Size of mission Amount of risk Accountability
  10. 10. ORGANIZATIONS CULTURE
  11. 11. Hierarchy Autonomy Collaboration Work/life balance
  12. 12. ORGANIZATIONS CULTURE PERSONALITIES
  13. 13. Skill bases work attitudes optimism/pessimism competitiveness preparedness
  14. 14. ORGANIZATIONS CULTURE PERSONALITIES KNOWLEDGE
  15. 15. Info consumers Info creators Non-experts
  16. 16. What is parkour?
  17. 17. Georges Hébert “Être fort pour être utile.”
  18. 18. What parkour looks like
  19. 19. “Parkour is the attainment of
  20. 20. “Parkour is the attainment of
  21. 21. “Parkour is the attainment of human freedom through the built environment”
  22. 22. “Built environment” = Organizations
  23. 23. But it’s all okay…
  24. 24. Because the difference between this…
  25. 25. And this…
  26. 26. Attitude I wouldn’t worry about it none. It was my own dream and they’re only in your head…
  27. 27. Practice You practice so you can invent. Discipline? No… The joy of practicing leads you to the celebration of the creation
  28. 28. Parkour artists learn three ways Strength training Fundamentals Obstacle courses
  29. 29. Parkour artists learn three ways Strength training Fundamentals Obstacle courses And so can we
  30. 30. Strength Training for us Observation
  31. 31. Strength Training for us Observation = mindfulness
  32. 32. Strength Training for us Empathy
  33. 33. Strength Training for us Empathy = poly-empathic
  34. 34. St Sebastian, the patron saint of design thinking
  35. 35. St Sebastian, the patron saint of design thinking
  36. 36. St Sebastian, the patron saint of cognitive flexibility
  37. 37. Cognitive flexibility: The mental ability to think about multiple concepts simultaneously.
  38. 38. Cognitive flexibility: the Stroop Test RED GREEN BLUE
  39. 39. Fundamentals Standard vaults, leaps, rolls…
  40. 40. Fundamentals for us NEGOTIATION
  41. 41. Principled Negotiation
  42. 42. Principled Negotiation §  Separate the people from the problem
  43. 43. Principled Negotiation §  Separate the people from the problem §  Focus on interests, not positions
  44. 44. Principled Negotiation §  Separate the people from the problem §  Focus on interests, not positions §  Invent multiple options looking for mutual gains before deciding what to do
  45. 45. Principled Negotiation §  Separate the people from the problem §  Focus on interests, not positions §  Invent multiple options looking for mutual gains before deciding what to do §  Insist that the result be based on some objective standard
  46. 46. Obstacle Courses
  47. 47. A parkour park
  48. 48. Obstacle Courses for Us
  49. 49. Role Playing Game Client Role 1A UX Role 1B
  50. 50. Story Game The story of a project
  51. 51. Project brief
  52. 52. Project brief §  Modifying content and adding a new mini-application to an existing web property for a large company
  53. 53. Client Statement
  54. 54. Agency Statement
  55. 55. Statement of Work §  Upfront research, including §  reviewing internal documents §  stakeholder interviews §  user interviews. §  Design Studio workshop §  Wireframe initial key screens §  Detailed wireframes of all the flows
  56. 56. The Cards §  The script of the story is on a deck of cards. Each card is a part of the story in the process of creating a deliverable.
  57. 57. Anatomy of a game card
  58. 58. The object: create deliverables §  The object of the game is create deliverables by playing cards in order. §  Some of the cards the team needs are in the clients’ hands, some are in the UX team’s hands.
  59. 59. Timing and Game Play §  The game is in three phases: §  Discovery: Deliverables 1 – 4 §  Research and Design Studio Workshop: Deliverables 5 - 8 §  Design: Deliverables 9 - 10 §  Each phase takes 20 minutes, depending on the size of the teams.
  60. 60. Want to PLAY?
  61. 61. In summary § Conflict and communications issues are not the things *interfering* with our jobs – understanding them IS our job § We can practice getting better at dealing with them, three ways: § Strengthen our core cognitive skills § Learn the fundamentals of negotiation § Recognize what issues continually arise in your work, and prepare for them.
  62. 62. Questions?
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