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UX STRAT Europe 2018: Peter Morville, Semantic Studios

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UX STRAT Europe 2018: Peter Morville, Semantic Studios

  1. 1. Planning for Strategic Design Peter Morville, UX STRAT Europe 2018
  2. 2. Agenda •  Introductions •  Purpose •  Principles •  Practices •  Conversations “Do you know how to make God laugh? Tell him your plans.”
  3. 3. The Ants and the Grasshopper On a cold, frosty day the ants began dragging out some of the grain they had stored during the summer and began drying it. A grasshopper, half-dead with hunger, came by and asked for a morsel to save his life. “What did you do this past summer?” responded the ants. “Oh,” said the grasshopper, “I kept myself busy by singing all day long and all night too.” “Well then,” remarked the ants, as they laughed and shut their storehouse, “since you kept yourself busy by singing all summer, you can do the same by dancing all winter.” 
  4. 4. Start 1 2 3 3 2 1 Goalè “Planning is the crowning achievement of human cognition.” The Cognitive Psychology of Planning (2005)
  5. 5. Our brains use stored memories to constantly make predictions about everything we see, feel, and hear. Prediction is not just one of the things your brain does. It is the primary function of the neocortex, and the foundation of intelligence.
  6. 6. What if perception is less about the registration of what is present, than about generating a reliable hallucination of what to expect? What if emotion is not agitation from the now, but guidance for the future?
  7. 7. “Planning is the art and science of envisioning a desired future and laying out effective ways of bringing it about.” “The purpose of design is to achieve a greater understanding of the environment and the nature of the problem in order to identify an appropriate conceptual solution.”
  8. 8. “I had left the Marine Corps not just with a sense that I could do what I wanted but also with the capacity to plan.”
  9. 9. Planning is the design of paths and goals.
  10. 10. The dark matter of strategic designers is organizational culture, policies, market mechanisms, legislation, finance models, governance structures, tradition, habits.
  11. 11. •  Design •  Planning •  Positioning •  Entrepreneurial •  Cognitive •  Learning •  Power •  Cultural •  Environmental •  Configuration
  12. 12. What is Strategy? by Michael Porter •  Strategy is the creation of a unique and valuable position involving a different set of activities. •  Operational effectiveness (performing similar activities better than rivals) is not strategy. •  A sustainable strategic position requires tradeoffs.
  13. 13. Activity System Map for Vanguard from On Competition by Michael Porter
  14. 14. Digital Strategy •  See any differences? •  Why might they exist? •  What are the tradeoffs?
  15. 15. Stories Proverbs Personas Scenarios Content Inventories Analytics User SurveysConcept MapsSystem Maps Process Flows Wireframes Storyboards Concept Designs Prototypes Narrative Reports Presentations Plans Style Guides Specifications Design Patterns User EXperience Treasure Map by Jeffery Callender and Peter Morville Strategic Design align with business strategy shape experience strategy help executives plan
  16. 16. “If engineers fail to plan, bridges collapse and people die. We’re now learning the hard way, the consequences of bad software are no less dire.” http://semanticstudios.com/how-to-plan-and-why/
  17. 17. Social Tangible Agile Reflective Framing Imagining Narrowing Deciding Executing Reflecting
  18. 18. ★ Social •  What (plan with people, early and often) •  Who (family, friends, mentors, stakeholders) •  Why (get started, better ideas, empathy, buy-in)
  19. 19. ★ Tangible •  What (get ideas out of your mind-body) •  Why (distributed cognition, collaboration) •  How (writing, sketching, modeling, prototyping) “How can I know what I think until I see what I say?” – E.M. Forster
  20. 20. ★ Agile •  What (plan for disruption, embrace change) •  Why (volatility, uncertainty, complexity, ambiguity) •  How (Agile, Lean, optionality, improv) “Plans are worthless, but planning is everything.” – Eisenhower
  21. 21. ★ Reflective •  What (question beliefs, methods, and goals) •  Why (human fallibility, context shifts, wisdom) •  How (metrics, feedback, metacognition, meditation) “Mind what you have learned. Save you it can.” – Yoda
  22. 22. Framing How we understand and explain our plans.
  23. 23. “It’s not fear that stops you; it’s your unwillingness to feel fear. That’s what stops you.” “I mean: is it really an adventure if there’s no fear?”
  24. 24. Beliefs are models (and) are often the main thing standing in the way of change.
  25. 25. Goals Gone Wild: The Systematic Side Effects of Over-Prescribing Goal Setting •  The harmful side effects of goal setting are far more serious and systematic than prior work has acknowledged. •  The use of goal setting can degrade employee performance, shift focus away from important but non-specified goals, harm interpersonal relationships, corrode organizational culture, and motivate risky and unethical behaviors.
  26. 26. A plan can be a process.
  27. 27. Imagining Expands (awareness of) paths and possibilities.
  28. 28. Analysis-Synthesis Bridge Model Dubberly Design Office
  29. 29. Hope = Willpower + Waypower Charles Snyder (1994)
  30. 30. “Imagine a place, the most wonderful school you can imagine.”
  31. 31. Options let you be stupid.
  32. 32. Narrowing Evaluation (and filtering) of paths and options.
  33. 33. Search Objects Portal Find About Discovery Paths Patterns Incentives Users Brand Findable Social Goal Gateway Collection Ask Browse Federated Faceted Fast “Give me a fulcrum and a place to stand, and I will move the world.” —Archimedes
  34. 34. Planning Poker
  35. 35. If passengers die in a crash, pilots die as well, whereas if patients die, doctors’ lives are not endangered.
  36. 36. Breadth First Depth First
  37. 37. Deciding Committing to (and communicating) a belief, path, or goal.
  38. 38. “I know a man who taught his son to tie his shoe in five minutes. He tied the shoelace into a bow, then untied it one step at a time. He taught his son by doing it backwards.” Richard Saul Wurman Follow the Yellow Brick Road (1991).
  39. 39. Executing An improv dance of listen, learn, and lead.
  40. 40. Progressive elaboration involves continuously improving and detailing a plan as more detailed and specific information and more accurate estimates become available.
  41. 41. “After completing the Build- Measure-Learn loop, we confront the most difficult question any entrepreneur faces: whether to pivot the original strategy or persevere.”
  42. 42. SHIFT HAPPENS
  43. 43. Diversity is a cure for unpredictable adversity.
  44. 44. Reflecting Insight by intent; reflection changes direction.
  45. 45. What bad habits have you picked up in your decision making? Which steps do you skip and which do you overemphasize? Do your poor decisions tend to stem from bad information, poor evaluation, incorrect calculation, or a combination?

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