Successful Collaboration<br />Keep your clients happy<br />FOI11		Steve PortigalJune 20, 2011	 @steveportigal<br />
Introduction					5 minutes <br />Exercise: Role-playing 			25 minutes<br />Philosophy and Tactics for Collaboration30 minu...
Today: Designers, working with clients<br />In our fields we have a lot of assumptions about the natural relationship betw...
Portigal<br />We help companies discover and act on new insights about their customers and themselves<br />
Take a fresh look at people<br />Use existing ideas as hypotheses<br />What to make or do<br />Refine & prototype<br />Lau...
American Lens on Global Experiences<br />Kyoto<br />Amsterdam<br />London<br />Indonesia<br />Istanbul<br />California<br ...
American Lens on Global Experiences<br />Canadian<br />Kyoto<br />Amsterdam<br />London<br />Indonesia<br />Istanbul<br />...
Definition?<br />
Exercise: Role Playing<br />You are the end of a project and are sharing your final deliverables with your client (your cl...
Exercise: Role Playing<br />Scene 1<br /><ul><li>Actor 1 plays themselves as a reasonable designer about to deliver at the...
Actor 2 plays a bad client
Audience: take notes about what you see happening
Action! </li></li></ul><li>Exercise: Role Playing<br />Scene 2<br /><ul><li>Actor 1 plays an arrogant unreasonable designe...
Actor 2 plays a great client
Audience: take notes about what you see happening
Action! </li></ul>Repeat as time permits<br />
Debrief: What did we see?<br /><ul><li>Where and why did the dialogue break down?
Where and why did the dialogue succeed?
What best practices did we see?</li></li></ul><li>Philosophy and Tactics for Collaboration<br />Transitional slide – a big...
Different professions have different cultures<br />
Did he just say culture?<br />
What is culture?<br />
Culture defined<br />How a group of people make sense of the world, through common<br /><ul><li>Experiences
Beliefs
Knowledge
Values
Attitudes
Behaviors
Meanings
Patterns
Symbols</li></li></ul><li>What do these cultures emphasize?<br />
Acknowledging our differences<br />
Empathy/sympathy for other circumstances<br />
Empathy/sympathy for other circumstances<br />
Shared experiences<br />This isn’t just about going to a restaurant – this is a new challenging experience for all of us.<...
For more on comfort and discomfort<br />
Workshops<br />Shared activities can also be diving into the work together; we have clients join us in the field, read ove...
Go beyond meeting them halfway<br />Understand<br />Create<br />
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Frontiers of Interaction 2011 - Successful Collaboration

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Keeping clients happy!

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  • Designers and clients – broad terms. You may still have a client if you work internally, for an agency, or freelance.
  • Discussion and scribing – what do we think it means?
  • You are the end of a project and are sharing your final deliverables with your client (your client might be internal or external; you might be freelance, internal, or with an agency). Actor 1 – play yourself, as a reasonable, effective designerActor 2 – play the “worst” client you can imagineAudience – take notes about what happens – what are the breakdowns, failures
  • You are the end of a project and are sharing your final deliverables with your client (your client might be internal or external; you might be freelance, internal, or with an agency). Actor 1 – play an unreasonable, arrogant designerActor 2 – play the best client you can imagineAudience – take notes about what happens – what are the breakdowns, failures
  • If you are freelance and they are not, then you have a very different life than they do; cherish your freedom but understand their constraints. This is a very American example, but what do you see? Get an example from Julie for Korea. Or an example from Financial – security, etc.? Story about contempt or dimsissiveness from Avaya HQ in NJ.
  • the overall corporation did NOT allow wireless in any of their buildings (a telecommunications company!!!) so the HCI group had to get special dispensation from the bureaucracy to get it in their offices so that they could carry around laptops and collaborate and communicate;also they would have their flash drives confiscated and ipods sealed up upon entry into the building to prevent theft.... which also really prevented collaboration and just getting-work-done; USB ports blocked out on laptops (as was Google Docs) for collaborating and sharing files; so these people are trying to be creative and to collaborate with you but this is what they have to deal with. Understand it, and how that affects how they are dealing with day to day stuff
  • What are the tools that not only reassure but provide information in the way they need it, the way they want it, the way they know how to use it. This is about a familiar tool for something they know - timelines
  • This is something they aren’t familiar with – an innovation process – so put it in their terms
  • Let’s revisit what we wrote at the beginning!
  • Transcript of "Frontiers of Interaction 2011 - Successful Collaboration"

    1. 1. Successful Collaboration<br />Keep your clients happy<br />FOI11 Steve PortigalJune 20, 2011 @steveportigal<br />
    2. 2. Introduction 5 minutes <br />Exercise: Role-playing 25 minutes<br />Philosophy and Tactics for Collaboration30 minutes <br />Exercise: Role-playing 25 minutes <br />Wrap Up 5 minutes <br />Agenda<br />
    3. 3. Today: Designers, working with clients<br />In our fields we have a lot of assumptions about the natural relationship between designers and clients. Let’s look at how to create harmony instead of conflict.<br />Who are we? Do you identify with designer? Or with client? Or something else? <br />
    4. 4. Portigal<br />We help companies discover and act on new insights about their customers and themselves<br />
    5. 5. Take a fresh look at people<br />Use existing ideas as hypotheses<br />What to make or do<br />Refine & prototype<br />Launch<br />Iterate & improve<br />We work throughout the development cycle<br />Explore new ideas<br />
    6. 6. American Lens on Global Experiences<br />Kyoto<br />Amsterdam<br />London<br />Indonesia<br />Istanbul<br />California<br />Paris<br />Taipei<br />Bangalore<br />
    7. 7. American Lens on Global Experiences<br />Canadian<br />Kyoto<br />Amsterdam<br />London<br />Indonesia<br />Istanbul<br />Toronto<br />Paris<br />Taipei<br />Bangalore<br />
    8. 8. Definition?<br />
    9. 9. Exercise: Role Playing<br />You are the end of a project and are sharing your final deliverables with your client (your client might be internal or external; you might be freelance, internal, or with an agency). <br />Actor 1 – play yourself, as a reasonable, effective designer<br />Actor 2 – play the “worst” client you can imagine<br />Audience – take notes about what happens – what are the breakdowns, failures<br />
    10. 10. Exercise: Role Playing<br />Scene 1<br /><ul><li>Actor 1 plays themselves as a reasonable designer about to deliver at the end of a project
    11. 11. Actor 2 plays a bad client
    12. 12. Audience: take notes about what you see happening
    13. 13. Action! </li></li></ul><li>Exercise: Role Playing<br />Scene 2<br /><ul><li>Actor 1 plays an arrogant unreasonable designer about to deliver at the end of a project
    14. 14. Actor 2 plays a great client
    15. 15. Audience: take notes about what you see happening
    16. 16. Action! </li></ul>Repeat as time permits<br />
    17. 17. Debrief: What did we see?<br /><ul><li>Where and why did the dialogue break down?
    18. 18. Where and why did the dialogue succeed?
    19. 19. What best practices did we see?</li></li></ul><li>Philosophy and Tactics for Collaboration<br />Transitional slide – a big picture of something<br />
    20. 20. Different professions have different cultures<br />
    21. 21. Did he just say culture?<br />
    22. 22. What is culture?<br />
    23. 23. Culture defined<br />How a group of people make sense of the world, through common<br /><ul><li>Experiences
    24. 24. Beliefs
    25. 25. Knowledge
    26. 26. Values
    27. 27. Attitudes
    28. 28. Behaviors
    29. 29. Meanings
    30. 30. Patterns
    31. 31. Symbols</li></li></ul><li>What do these cultures emphasize?<br />
    32. 32. Acknowledging our differences<br />
    33. 33. Empathy/sympathy for other circumstances<br />
    34. 34. Empathy/sympathy for other circumstances<br />
    35. 35. Shared experiences<br />This isn’t just about going to a restaurant – this is a new challenging experience for all of us.<br />We were there to do fieldwork, to do ethnography, to go into Japanese homes. <br />But this happens whenever we do fieldwork; we’re driving around, getting lost, sharing out of office time, informally, solving problems together, being uncomfortable, dining out.<br />This produces great relationships, you get a lot of insight into what kind of people they are. <br />
    36. 36. For more on comfort and discomfort<br />
    37. 37. Workshops<br />Shared activities can also be diving into the work together; we have clients join us in the field, read over field notes, come to our office and work through data together, we also do these workshops where people generate ideas. Often, our role is to facilitate them to get the information they need, in many ways we’re stepping back and letting go, we’re not solution givers, we are taking them to the point where they discover solutions. <br />This can challenge our own feelings of where our expertise is, but again, we are letting go. And interesting things can happen; if you can feel confident about yourself as someone that is enabling OTHERs rather than being yourself the master, then you are in a different position to make things happen.<br />
    38. 38. Go beyond meeting them halfway<br />Understand<br />Create<br />
    39. 39. Go beyond meeting them halfway<br />Understand<br />Create<br />Create<br />Create<br />Create<br />
    40. 40. Go beyond meeting them halfway<br />Understand<br />Create<br />Create<br />Understand<br />Understand<br />Create<br />Create<br />Understand<br />
    41. 41. What you can do - Consulting 101<br />Be on time, especially if they are on time<br />Use their communication tools (Email? Telephone?)<br />Emulate their work artifacts<br />In other words, speak their language<br />
    42. 42. What else can you do?<br />
    43. 43. What else can you do?<br />
    44. 44. Treat this like a design problem<br />
    45. 45. Exercise: More Role Playing<br />
    46. 46. Exercise: More Role Playing<br />Scene 3<br /><ul><li>Actor 1 plays a designer at the end of a project
    47. 47. Actor 2 plays a client
    48. 48. Play the scene, given what we now know
    49. 49. Audience: take notes about what you see happening
    50. 50. Action! </li></ul>Repeat as time permits<br />
    51. 51. Debrief: What did we see?<br />
    52. 52. Definition, once again!<br />
    53. 53. I’ve got a tip (that you didn’t cover) that works well for me…<br />Yeah, I’ve got a question for ya…<br />One new thing I learned today is…<br />@steveportigal<br />steve@portigal.com<br />+1-415-894-2001<br />Portigal Consulting<br />www.portigal.com<br />
    54. 54. Coming in 2012!<br />A book by Steve Portigal<br />The Art and Craft of User Research Interviewing<br />http://rosenfeldmedia.com/books/user-interviews/ <br />
    55. 55. Grazie mille!<br />@steveportigal<br />steve@portigal.com<br />+1-415-894-2001<br />Portigal Consulting<br />www.portigal.com<br />

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