Slides with notes for my workshop at Lean UX 2014. This is an iterated version of my 2013 workshop - different exercise, slightly different content, but much is similar. Includes link to handout!
User research, analytics, hypotheses and experiments: we are focused on gaining understanding through data, validating that our interventions bring about the (user) behaviour we desire. We design systems, the systems we design interact with other systems, and it’s all getting awfully complex. Can we truly understand what’s going on?
In this talk, Johanna will introduce you to core principles of systems thinking, and discuss how they relate to our work as designers of products, services, companies. What methods and tools can we employ to make sense of systems? How do we enable users to form a mental model of a system - and what role are we designing for our users?
Expect to walk away with some systems theory, some practical take-aways, and the insight that the system is always one step ahead of you.
When building digital products and services, we are designing complex systems.We need to think the customer experience through on several channels, figure out the system architecture, gain understanding through data and research, decide what to iterate... - not easy, but fun!
In this keynote talk given at Agile Cambridge 2016, Johanna introduces core systems thinking principles for designing better services, discussed how data and feedback mechanisms help us understand what is going on in a system, and addressed the challenge of bringing about change in a system.
The talk I gave at WebExpo 2014 in Prague! Slides only.
Here is the abstract:
Usability testing, focus groups, interviews, contextual inquiry, customer development - there are many names and techniques for gathering insights from your users, your customers. In recent years, agile software development and lean startup have changed how research is conducted, and have raised awareness of how important it is to understand who you are building your products for.
In this talk, Johanna will cover best practices for gathering insights in the context of product development. Her session will address questions such as:
* What techniques are best at the early stage of a product?
* What exactly is customer development and how is it different?
* What are the skills you need to turn research results into actionable insights that inform your product strategy?
Johanna will share her own story of being a researcher and product manager, how and why her practice has changed, and provide actionable advice on embedding research in your process.
Design is about envisioning a better future, and working towards making it happen. Changing the world around us by creating things is innately human. When we create together, magic can happen - or disaster can strike. These days, we take a job because of the people we work with. A great team is key for a startup to get investment. We strive to work in multi-skilled, balanced teams and end up spending a lot of time with our colleague-friends. Collaboration is such a joy, but often incredibly difficult.
In this talk, I look into what makes people play well together, and share what has helped me collaborate better. I share what I've learned about collaboration from UX, agile software development and lean startup, about cognitive diversity, the role of values and vision, and include some practical 'collaboration hacks'.
User research, analytics, hypotheses and experiments: we are focused on gaining understanding through data, validating that our interventions bring about the (user) behaviour we desire. We design systems, the systems we design interact with other systems, and it’s all getting awfully complex. Can we truly understand what’s going on?
In this talk, Johanna will introduce you to core principles of systems thinking, and discuss how they relate to our work as designers of products, services, companies. What methods and tools can we employ to make sense of systems? How do we enable users to form a mental model of a system - and what role are we designing for our users?
Expect to walk away with some systems theory, some practical take-aways, and the insight that the system is always one step ahead of you.
When building digital products and services, we are designing complex systems.We need to think the customer experience through on several channels, figure out the system architecture, gain understanding through data and research, decide what to iterate... - not easy, but fun!
In this keynote talk given at Agile Cambridge 2016, Johanna introduces core systems thinking principles for designing better services, discussed how data and feedback mechanisms help us understand what is going on in a system, and addressed the challenge of bringing about change in a system.
The talk I gave at WebExpo 2014 in Prague! Slides only.
Here is the abstract:
Usability testing, focus groups, interviews, contextual inquiry, customer development - there are many names and techniques for gathering insights from your users, your customers. In recent years, agile software development and lean startup have changed how research is conducted, and have raised awareness of how important it is to understand who you are building your products for.
In this talk, Johanna will cover best practices for gathering insights in the context of product development. Her session will address questions such as:
* What techniques are best at the early stage of a product?
* What exactly is customer development and how is it different?
* What are the skills you need to turn research results into actionable insights that inform your product strategy?
Johanna will share her own story of being a researcher and product manager, how and why her practice has changed, and provide actionable advice on embedding research in your process.
Design is about envisioning a better future, and working towards making it happen. Changing the world around us by creating things is innately human. When we create together, magic can happen - or disaster can strike. These days, we take a job because of the people we work with. A great team is key for a startup to get investment. We strive to work in multi-skilled, balanced teams and end up spending a lot of time with our colleague-friends. Collaboration is such a joy, but often incredibly difficult.
In this talk, I look into what makes people play well together, and share what has helped me collaborate better. I share what I've learned about collaboration from UX, agile software development and lean startup, about cognitive diversity, the role of values and vision, and include some practical 'collaboration hacks'.
Note: the audio is a recording of a quite fast-paced rehearsal. The audio from the presentation, including me improvising a little song, will be available as a UIE podcast.
-------------------------------
Humans are creatures of habit who find dealing with change difficult. Even when we’ve planned and desired it, its manifestation scares us.
As UX designers, we’re often the ones who make changes tangible. Sometimes met with love, more often met with resistance.
Drawing from psychology, philosophy and change management theory, this IA Summit 2011 session discusses how e.g. re-designs like the new Twitter, incremental changes to Facebook, or the updates to Meetup.com were introduced, communicated and received.
And it’s not only about consumer products. A new tool or software can change how people go about their daily work. Without their buy-in, the best design fails. The website we’re building for our client can cause them to re-think their approach to content, development, or their internal structure. This can be challenging. How can UX help to make the project successful?
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
Systems Concepts for Agile PractitionersRoger Brown
Agile software development practices are based on a set of values and principles described in the Agile Manifesto. As change agents for Agile transformation, we rely on these to help get the message across. There is another layer below principles, a set of scientific models that can help explain why the principleswork and strengthen the Agile message for some audiences. These are described in this presentation.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Ένα από τα πιο σημαντικά πλέον soft skills που πρέπει να έχει κάθε designer είναι να μπορεί να σκεφτεται συστημικά (systemic thinking) αλλά και να έχει πάντα στο μυαλό του όσο σχεδιάζει τον παράγοντα του scale, πως δηλαδή το κάθε project έχει σχεδιαστεί με τρόπο που να μπορεί να αναπτυχθεί και να μεγαλώσει με τον καλύτερο δυνατό τρόπο. Λόγω αυτής της ζήτησης εργαλεία όπως το Figma στοχεύουν στο να κάνουν αυτή τη διαδικασία πιο εύκολη.
Σε αυτήν την παρουσίαση θα δούμε πως μπορούμε να αναπτύξουμε αυτό το mindset στα επόμενα project που πρόκειται να αναλάβουμε αλλά και να μεταφέρουμε αυτή τη νοοτροπία και στην υπόλοιπη ομάδα ή στην εταιρεία στην οποία δουλεύουμε.
ACCU 2013 Exploration of Phenomenology of Software Developmentcharlestolman
Talk about how the phenomenological ideas (from Goethe who was pre-Husserl) affect software development. Gliding pics are gratuitous but have been chosen to have some relevance to the slide!
Presented at Agile on the Beach (6th September 2012)
Apparently, everyone knows about patterns. Except for the ones that don't. Which is basically all the people who've never come across patterns... plus most of the people who have.
Singleton as a rite of patternhood and a source of excitement. Patterns as the raw materials of blueprint-driven architecture and design by diktat. Patterns as something you don't need to know any more because you've got frameworks, libraries and middleware by the download. Patterns as something you don't need to know because you're building on UML, legacy code or emergent design. All these misconceptions... and more.
In this talk, let's take an alternative tour of patterns, one that is based on improving the habitability of code, communication, exploration, empiricism, reasoning, incremental development, sharing design and bridging rather than barricading different levels of expertise.
Part of the Soft systems methodology, Rich Pictures provide a mechanism for learning about complex or ill-defined problems by drawing detailed ("rich") representations of them.
This short introductory webinar explains the basic graphic elements that are normally used in RPs and highlights their value as an action learning process.
Powerpoint of talk given to QSITE Conference, at Siena College, Sippy Downs, Sunshine Coast, Australia on 30th Sept. 2013.
This is almost identical to the ELH presentation so if you have listened to that SlideCast don't worry about this one - I didn't record the audio this time, though in hinddight I should have as the conversation after the talk was great and the emphasis was different.
Participation, Reconnection, and Design: presentation by Marc Rettig and Hannah du Plessis of Fit Associates, as part of the Interaction 17 conference redux for IxDA Pittsburgh.
Argues that participation in a vast and growing movement toward a sustainable and equitable future is a fertile frontier for design, and an invitation to adopt new approaches to work.
Note: the audio is a recording of a quite fast-paced rehearsal. The audio from the presentation, including me improvising a little song, will be available as a UIE podcast.
-------------------------------
Humans are creatures of habit who find dealing with change difficult. Even when we’ve planned and desired it, its manifestation scares us.
As UX designers, we’re often the ones who make changes tangible. Sometimes met with love, more often met with resistance.
Drawing from psychology, philosophy and change management theory, this IA Summit 2011 session discusses how e.g. re-designs like the new Twitter, incremental changes to Facebook, or the updates to Meetup.com were introduced, communicated and received.
And it’s not only about consumer products. A new tool or software can change how people go about their daily work. Without their buy-in, the best design fails. The website we’re building for our client can cause them to re-think their approach to content, development, or their internal structure. This can be challenging. How can UX help to make the project successful?
Michael Edson: Prototyping the Smithsonian CommonsMichael Edson
Update 7/8/2010: we've posted the Smithsonian Commons Prototype http://www.si.edu/commons/prototype
First presented at Computers in Libraries (CIL) 2010, this presentation gives an overview of Smithsonian strategies and the inception of the Smithsonian Commons.
Systems Concepts for Agile PractitionersRoger Brown
Agile software development practices are based on a set of values and principles described in the Agile Manifesto. As change agents for Agile transformation, we rely on these to help get the message across. There is another layer below principles, a set of scientific models that can help explain why the principleswork and strengthen the Agile message for some audiences. These are described in this presentation.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
Gigamap example by Manuela Aguirre: https://www.slideshare.net/ManuelaAguirre/policy-support-full-presentation
In this presentation you will learn about design tools and techniques to solve wicked problems, using Systems Thinking.
Systems Thinking looks at the whole of a system rather than focusing on its individual parts, to better understand complex phenomena. Systems Thinking contrasts with analytic thinking: you solve problems by going deeper, by looking at the greater whole of a system and the relations between its elements, rather than solving individual problems in a linear way via simple cause and effect explanations.
You can apply Systems Thinking principles in different situations: to understand how large organisations function and design for the enterprise (e.g. when you are trying to revamp a large intranet), but also to solve social problems and issues (e.g. unemployment with disadvantaged youth or mobility in larger cities). So basically whenever there is complexity and conflict (of interest) in your project, Systems Thinking will be helpful.
After an introduction to Systems Thinking and its core concepts, we will first explain and practice a few techniques that you as a designer can apply to better understand complex systems, for example creating a System Map and drawing Connection Circles. In the second part of the workshop, we will introduce techniques that help you shape solutions, for example using Paradoxical Thinking for ideation and writing ‘What-if’ Scenarios.
Presented at EuroIA 2015 with Koen Peters.
Ένα από τα πιο σημαντικά πλέον soft skills που πρέπει να έχει κάθε designer είναι να μπορεί να σκεφτεται συστημικά (systemic thinking) αλλά και να έχει πάντα στο μυαλό του όσο σχεδιάζει τον παράγοντα του scale, πως δηλαδή το κάθε project έχει σχεδιαστεί με τρόπο που να μπορεί να αναπτυχθεί και να μεγαλώσει με τον καλύτερο δυνατό τρόπο. Λόγω αυτής της ζήτησης εργαλεία όπως το Figma στοχεύουν στο να κάνουν αυτή τη διαδικασία πιο εύκολη.
Σε αυτήν την παρουσίαση θα δούμε πως μπορούμε να αναπτύξουμε αυτό το mindset στα επόμενα project που πρόκειται να αναλάβουμε αλλά και να μεταφέρουμε αυτή τη νοοτροπία και στην υπόλοιπη ομάδα ή στην εταιρεία στην οποία δουλεύουμε.
ACCU 2013 Exploration of Phenomenology of Software Developmentcharlestolman
Talk about how the phenomenological ideas (from Goethe who was pre-Husserl) affect software development. Gliding pics are gratuitous but have been chosen to have some relevance to the slide!
Presented at Agile on the Beach (6th September 2012)
Apparently, everyone knows about patterns. Except for the ones that don't. Which is basically all the people who've never come across patterns... plus most of the people who have.
Singleton as a rite of patternhood and a source of excitement. Patterns as the raw materials of blueprint-driven architecture and design by diktat. Patterns as something you don't need to know any more because you've got frameworks, libraries and middleware by the download. Patterns as something you don't need to know because you're building on UML, legacy code or emergent design. All these misconceptions... and more.
In this talk, let's take an alternative tour of patterns, one that is based on improving the habitability of code, communication, exploration, empiricism, reasoning, incremental development, sharing design and bridging rather than barricading different levels of expertise.
Part of the Soft systems methodology, Rich Pictures provide a mechanism for learning about complex or ill-defined problems by drawing detailed ("rich") representations of them.
This short introductory webinar explains the basic graphic elements that are normally used in RPs and highlights their value as an action learning process.
Powerpoint of talk given to QSITE Conference, at Siena College, Sippy Downs, Sunshine Coast, Australia on 30th Sept. 2013.
This is almost identical to the ELH presentation so if you have listened to that SlideCast don't worry about this one - I didn't record the audio this time, though in hinddight I should have as the conversation after the talk was great and the emphasis was different.
Participation, Reconnection, and Design: presentation by Marc Rettig and Hannah du Plessis of Fit Associates, as part of the Interaction 17 conference redux for IxDA Pittsburgh.
Argues that participation in a vast and growing movement toward a sustainable and equitable future is a fertile frontier for design, and an invitation to adopt new approaches to work.
Defining Innovation
Importance Of Innovation
Misconceptions
Types of Innovations
Information And Communications Technology
The Role of ICT
Rapid Evolution of ICT
Software sources
Invitation to tender
Evaluating supplier proposals
The advantage and disadvantage of bespoke and off-the-shelf software
Software contracts and licences
Understand how the database approach is Understand how the database approach is different and superior to earlier data systems different and superior to earlier data systems
Examine how information demand and Examine how information demand and technology explosion drive database systems technology explosion drive database systems
Trace the evolution of data systems and note Trace the evolution of data systems and note how we have arrive at the database approach how we have arrive at the database approach
Comprehend the benefits of database systems Comprehend the benefits of database systems and perceive the need for them and perceive the need for them
Survey briefly various data models, types of Survey briefly various data models, types of databases, and the database industry
These are the slides which I used is a 3 day workshop which I gave to university students in Brazil. Any feedback, and additional material that I could use (text, pictures, cartoons or videos), very gratefully received.
TOGAF divides an enterprise architecture into four categories, as follows:
Business architecture—Describes the processes the business uses to meet its goals
Application architecture—Describes how specific applications are designed and how they interact with each other
Data architecture—Describes how the enterprise data stores are organized and accessed
Technical architecture—Describes the hardware and software infrastructure that supports applications and their interactions
The Federal Enterprise Architecture (FEA) is the latest attempt by the US federal government to unite its myriad agencies and functions under a single common and ubiquitous enterprise architecture.
Define e-commerce and describe how it differs
from e-business
Identify the unique features of e-commerce
technology and their business significance
Describe the major types of e-commerce
Understand the visions and forces behind the
E-Commerce I era
Enterprise Architecture definition
System architecture
The Role of EA
Enterprise Frameworks:
Zachman Framework
The Open Group’s Architecture Framework (TOGAF)
The Foundation for Execution
Business architecture
Information architecture
Application architecture
Technology architecture
Implementation
Designing Futures to Flourish: ISSS 2015 keynotePeter Jones
We now find ourselves as a systems thinking community inquiring into planetary governance for climate and ecological politics. The Anthropocene demands a planetary response, and yet we often find even our fellow travelers tethered to discourses of technological management, cultural change, and right action. We might now advocate a stronger role for social systems design as a process for continual engagement of citizen stakeholders, and between these citizens and policy makers, as advocated by Christakis, Ulrich and others. As we have seen power (economic and political) separate from its cultural histories, and become globalized, we may find ourselves in trajectories of action but with marginal power to effect societal outcomes.
We are faced with a dual mandate of restorative system design, recovering human needs in our communities, and policy system design, restoring the long historical arc toward democratic governance. And as these are both designable contexts, systemic design can integrate ecological, technological and design thinking to guide policy in more productive ways.
• We find ourselves captured in the politics of solutionism. Most presentations of the “problems” as stated before us reveal a trajectory of preferred solutions and their possible shortcomings.
• Climate change, even the entire Anthropocene aeonic perspective, represents a problematique of multiple effects systems. We are bound up in political discourses of “system change” and do not share a compelling common view of a flourishing world. We seem unable to reregister the most compelling societal choices and drivers save carbon mitigation.
• We have not conducted, to my knowledge, a substantial stakeholder discovery that extends beyond the immediate and obvious primary combatants in the climate change wars.
• As citizens and political actors on the planetary stage, we have been afraid or unable to present a clear view of the risk scenarios, possible governance strategies, or a normative plan for serious global investment. If the planet were a business concern, it would be in receivership by now.
System Development Life Cycle
Data, Function, Network, People, Time, Motivation What constitutes the “enterprise”?
Key enterprise architecture terms Enterprise Architecture Terms
How do you achieve perfect alignment?
Importance of alignment
Lack of Alignment
Nature of Complexity
Architectural Principles
BA and Beyond 19 Sponsor spotlight - Namahn - Beating complexity with complexityBA and Beyond
It’s a complex world full of complex problems- organisational change, the income inequality gap and digital transformation just to name a few.
The conventional way of combatting complexity to solve problems no longer works.
The great minds of Systemic Design have come together to create a unique and innovative toolkit designed to embrace complexity and change the way that we design solutions.
The first of its kind, the toolkit is based on academic research and human-centred design expertise. It is also the first to be endorsed by the Systemic Design Association and is truly changing the way that solutions are designed.
We invite you to come and discover how the Systemic Design Toolkit is driving a democratisation and transformation of the solutions design process for all stakeholders involved.
Everyone's talking Digital and it's Dangerous - for Henley Business SchoolDavid Terrar
Guest lecture at Henley Business School
The digital backdrop - 20 years of a world gone digital
Why the current business landscape is so disruptive and what we call the Digital Enterprise Wave
Why organisational change is relevant, a look at different models, examples and case studies
Digital transformation defined
The management shift that is emerging (and required)
8 building blocks for digital transformation
This presentation was used as part of the collaborative work environment designed for delivering a workshop about SSM for group problem solving in the IAF - International Association of Facilitators - European Middle East and Africa, Regional Conference 2014.
Bimodal IT: Shortcut to Innovation or Path to Dysfunction?dev2ops
Damon Edwards (DTO Solutions) presentation at Pink16 in Las Vegas on February 16, 2016.
Key takeaway: "Bimodal IT describes the problem, not the solution"
Systems thinking goes beyond the use of systems tools. In this presentation, delivered as a keynote at the 2019 Systems Innovation Conference in Barcelona, Philippe Vandenbroeck (shiftn.com) lays out a path to systems mastery that is grounded in a personal ethos and worldview as a basis for the capacity to apply tools, developing method and sustain the capacity for social learning in dealing with complex challenges.
Organize for Complexity, part I+II - Special Edition PaperNiels Pflaeging
The future of the Organization.
Special Edition of the BetaCodex Network´s white papers on Organizing for Complexity - two papers in one! Illustrations by Pia Steinmann
On 17 February 2015, Doing Something Good facilitated a half day Insights and Innovation Lab in partnership with Vicsport and VicHealth to explore the changing business of community sport, and how clubs, associations and other service providers might respond effectively to emerging trends and the needs of Victorians to engage them in sport.
Systems thinking for agile transformationsDhaval Panchal
culture change is free - comparison of systems leverage points for transformations
Culture of an organization often gets blamed for lack of transformation success. This session takes a systems view to organization transformation. In organization systems, points of leverage are powerful because a small shift in one thing can produce big changes in everything. Consequently the higher the leverage point the more the system will resist changing it. Direct attempts at changing organizational culture do not work, they lead to many haphazard attempts at behavior change but do not result in lasting transformation within organization. Many leaders attempt to shift organizational behavior and neglect underlying structures that give rise to dysfunctional behavior. We compare and contrast different systems leverage points, to draw distinction between leaders actions and more importantly mindset towards organizational transformation. Introduction to various systems thinking models with colorful examples from real world coaching situations will help you to think through your transformation challenges and learn why culture change is free, when you replace willpower with knowledge.
Similar to Systems Thinking workshop @ Lean UX NYC 2014 (20)
Collaboration. Customers. Conflict? Bridging the Gap between Agile and UXjohanna kollmann
In 2000, Jesse James Garrett first published his The Elements of User Experience diagram. In 2001, a group of practitioners signed the Agile Manifesto. Since then, User Experience and agile approaches to software development have gained traction, and have influenced how we build digital products. In this talk at UX Day Graz, Johanna outlined the opportunities and challenges UX designers face when working in an agile context, shared some of the best practices to make Agile and UX work well together, and discussed why the Lean Startup approach is opening doors for UX.
Lean Startup in Design Consulting: presented at Lean UX NYCjohanna kollmann
In this talk presented at Lean UX NYC 2013, I reflected on how lean startup is applied in a consulting context. This is an iterated second version of this talk, focused on the Lean UX NYC audience.
I gave a longer version of this talk, focused on UX designers, with Martina Schell at Interaction 13. You can watch that talk over here: http://vimeo.com/62646947
Connecting the dots - Frontiers of Interaction 2012johanna kollmann
I gave this talk at Frontiers of Interaction (http://frontiersofinteraction.com/) in Rome.
Transcript: http://johannakoll.posterous.com/connecting-the-dots-my-talk-at-frontiers-of-i
It's about people - how Agile and UX can play well togetherjohanna kollmann
Agile has grown up and become a widely adopted approach for delivering software. User Experience is maturing, and the value of good design is being recognised. Since 2006, I have been observing teams, talking to practitioners who are trying to bring the two together, and putting theory into practice in my own work.
In this talk, given at the GOTO Software Development 2012 in Copenhagen, I illustrate how the agile and the UX mindset have more in common than you think, share some (still emerging and changing) best practices for including UX work in an agile context, give examples for how you can use UX tools and techniques to spread people-centred thinking across your team, and get you excited about the hardest, but most rewarding aspect of our jobs: working with people to make something for people.
Making sense of messy problems - Systems Thinking for multi-channel UXjohanna kollmann
I gave this talk at the IA Summit in New Orleans on March 25, 2012. Here's the talk description:
It’s part of our job to talk to people to figure out complex situations. To build things people love, we have to understand not only users, but also the wider context we’re working in: people, systems, structures, business models, and more. The need to think the user experience through on several channels challenges us to envision a system that is cohesive and delivers delightful experiences.
Business analysis, computer science and psychology offer different frameworks and tools to help to make sense of a messy situation, to articulate and visualize the problem. In this talk, I will present a selection of techniques that are relevant to UX, such as Soft Systems Methodology or the Business Model Canvas.
You will walk away with:
- Knowledge about systems thinking theory
- An understanding of how systems thinking methods can be used as part of a UX process, incl. tools and techniques
The client & us!? Applying a balanced team mindset in agenciesjohanna kollmann
Presentation from the Balanced Team conference 2011.
My definition of a balanced team: a multi-skilled, collaborative team that is self-empowered, free to choose the best way to achieve what they’ve set out to do, with a culture of learning and skill-sharing. (How) can this work in an agency context? I address this question based on my current and previous work experience, as well as patterns I've observed.
How to get more than opinions: Interview techniques and advicejohanna kollmann
Given at the intro evening of Lean UX Machine Tel Aviv (http://leanuxmachine.com/ & http://leanuxmachine2011.tumblr.com/), this short talk on interview techniques introduces basic principles of how to facilitate qualitative research. Aimed at lean startups, I hope it will be relevant advice for 'getting out of the building'.
Shared under a Creative Commons with Attribution license :)
Beyond Co-design. How open collaboration formats can enhance your design proc...johanna kollmann
Open collaboration formats offer insights on how to engage, collaborate and bring ideas. This talk, presented at EuroIA 2010 (http://www.euroia.org/Programme.aspx) explores how co-creation formats like hackdays or design challenges can be used to enhance a co-design process, involving (lead) users, colleagues or clients.
Back to the Roots? Emerging Communication Paradigms in the Context of Seconda...johanna kollmann
I gave this talk at ecomm, Emerging Communications Conference & Awards, 2009 in Amsterdam
http://europe.ecomm.ec/2009
Orality, the most natural way for humans to communicate, is inclusive and participatory, highly interactive, and instantaneous. Back in 1982, Walter J. Ong coined the term 'secondary orality' - a way of interpersonal communication made possible by modern communication tools, that is neither classically oral nor literate. This talk will explore if and how digital communication tools are developing into communication enablers, allowing us to go back to our roots and engage in conversations instead of creating written correspondence. We will look at how different tools, such as email and chat, facilitate group communications, and how new tools such as Google Wave support our natural way of interacting with each other.
Back to the roots. If email is the past, is Google Wave the future?johanna kollmann
Talk, UXCampLondon 2009.
I talked about how digital technology enables secondary orality - a more natural way of communicating. I applied these ideas to Google Wave and discussed its potential to become the collaboration tool for the tribe of digital natives.
You could be a professional graphic designer and still make mistakes. There is always the possibility of human error. On the other hand if you’re not a designer, the chances of making some common graphic design mistakes are even higher. Because you don’t know what you don’t know. That’s where this blog comes in. To make your job easier and help you create better designs, we have put together a list of common graphic design mistakes that you need to avoid.
Book Formatting: Quality Control Checks for DesignersConfidence Ago
This presentation was made to help designers who work in publishing houses or format books for printing ensure quality.
Quality control is vital to every industry. This is why every department in a company need create a method they use in ensuring quality. This, perhaps, will not only improve the quality of products and bring errors to the barest minimum, but take it to a near perfect finish.
It is beyond a moot point that a good book will somewhat be judged by its cover, but the content of the book remains king. No matter how beautiful the cover, if the quality of writing or presentation is off, that will be a reason for readers not to come back to the book or recommend it.
So, this presentation points designers to some important things that may be missed by an editor that they could eventually discover and call the attention of the editor.
7 Alternatives to Bullet Points in PowerPointAlvis Oh
So you tried all the ways to beautify your bullet points on your pitch deck but it just got way uglier. These points are supposed to be memorable and leave a lasting impression on your audience. With these tips, you'll no longer have to spend so much time thinking how you should present your pointers.
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Transforming Brand Perception and Boosting Profitabilityaaryangarg12
In today's digital era, the dynamics of brand perception, consumer behavior, and profitability have been profoundly reshaped by the synergy of branding, social media, and website design. This research paper investigates the transformative power of these elements in influencing how individuals perceive brands and products and how this transformation can be harnessed to drive sales and profitability for businesses.
Through an exploration of brand psychology and consumer behavior, this study sheds light on the intricate ways in which effective branding strategies, strategic social media engagement, and user-centric website design contribute to altering consumers' perceptions. We delve into the principles that underlie successful brand transformations, examining how visual identity, messaging, and storytelling can captivate and resonate with target audiences.
Methodologically, this research employs a comprehensive approach, combining qualitative and quantitative analyses. Real-world case studies illustrate the impact of branding, social media campaigns, and website redesigns on consumer perception, sales figures, and profitability. We assess the various metrics, including brand awareness, customer engagement, conversion rates, and revenue growth, to measure the effectiveness of these strategies.
The results underscore the pivotal role of cohesive branding, social media influence, and website usability in shaping positive brand perceptions, influencing consumer decisions, and ultimately bolstering sales and profitability. This paper provides actionable insights and strategic recommendations for businesses seeking to leverage branding, social media, and website design as potent tools to enhance their market position and financial success.
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Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...Mansi Shah
This study examines cattle rearing in urban and rural settings, focusing on milk production and consumption. By exploring a case in Ahmedabad, it highlights the challenges and processes in dairy farming across different environments, emphasising the need for sustainable practices and the essential role of milk in daily consumption.
Between Filth and Fortune- Urban Cattle Foraging Realities by Devi S Nair, An...
Systems Thinking workshop @ Lean UX NYC 2014
1. Making
sense
of
messy
problems
Johanna
Kollmann
@johannakoll
!
Lean
UX
NYC
2014
Systems
thinking
for
complex
business
models
Illustration
by
David
Wicks:
http://www.flickr.com/photos/sansumbrella/467998944/
2. Intro
about
me:
worked
on
a
range
of
complex
systems
such
as
a
voice
communica;on
system
for
the
NASA,
before
learning
more
about
systems
thinking
as
part
of
my
HCI
degree
in
London.
Interest
in
systems
theory
and
organisa;onal
structures
remained
when
I
was
consul;ng,
e.g.
a
large
retailer
who
was
reshaping
their
en;re
business
and
data
structure
to
enable
mul;-‐channel.
While
geFng
interested
in
business
models
and
the
startup
world,
I
realised
that
systems
thinking
is
also
core
to
business
models,
lean
manufacturing,
and
lean
startup.
3. The
next
3
hours
of
your
life:
Introduction
to
Systems
Thinking
Tools
for
modeling
systems
(collaborate!)
Systems
behavior
over
time
Change
ASK:
What’s your current understanding of systems thinking - share with neighbour
What are your expectations for today
Ask a few people to share
4. Monitor
changes
in
the
system
Understand
people’s
worldviews
To
reduce
uncertainty
NUTSHELL!!!!
5. Systems
Thinking?
Why
you
should
care
about
it
!Increasing
complexi;es
and
dependencies
require
us
to
think
holis;cally.
We
need
to
think
dynamic
and
over
;me
rather
than
sta;c
and
short-‐lived
Technology
and
business
context
changes.
!ST
is
relevant
to
both
UX
and
LS.
7. In
the
past
the
man
has
been
first;
in
the
future
the
system
must
be
first.
!
~
Frederick
Winslow
Taylor
(1911)
father
of
scien;fic
management
and
efficiency
movement
8. In
the
past
the
man
has
been
first;
in
the
future
the
system
must
be
first.
!
This
in
no
sense,
however,
implies
that
great
men
are
not
needed.
!
~Frederick
Winslow
Taylor
(1911)
According
to
Eric
Ries,
forgeFng
the
human
part
has
led
to
2
problems:
1)
overly
rigid
business
systems
that
failed
to
take
advantage
of
adaptability,
crea;vity,
and
wisdom
of
individual
workers
2)
overemphasis
on
planning,
preven;on
and
procedure,
which
enable
organisa;ons
to
achieve
consistent
results
in
a
stable
world.
9. “At
the
root
of
every
seemingly
technical
problem
is
a
human
problem.”
~ Taiichi Ohno
10. “A
system
is
~ Donella Meadows
a
set
of
elements
or
parts
o[en
classified
as
its
func;on
or
purpose.”
that
is
coherently
organized
and
inter-‐connected
in
a
pa]ern
or
structure
that
produces
a
characteris;c
set
of
behaviors,
11. Peter
Checkland
Human
activity
systems
Soft
Systems
Methodology
Examples:
hard
system
=
thermostat,
motherboard.
so[
system
=
game
of
poker,
soccer
game,
mee;ng,
healthcare.
Human activity systems, on the other hand are essentially complex, indefinable and purposeful.
!He
developed
the
“so[
systems
methodology”,
sugges;ng
that
most
problems
in
systems
are
caused
because
“human
beings
are
hard
to
predict”.
He
did
not
think
that
there
were
things
you
could
“fix”
with
systems
thinking,
instead
there
were
“situa;ons
you
could
improve”.
!4
ac;vi;es
of
SSM:
-‐
Finding
out
about
the
situa;on
-‐
Making
purposeful
ac;vity
models
based
on
par;cular
world
views.
-‐
Using
the
models
to
ques;on
the
situa;on
-‐
Defining
ac;on
to
improve
the
situa;on.
12. Peter
Checkland
Soft
Systems
Methodology
Activities:
Finding
out
about
the
problem
situation
Making
purposeful
activity
models
Using
the
models
to
question
the
situation
Defining
action
to
improve
the
situation
Examples:
hard
system
=
thermostat,
motherboard.
so[
system
=
game
of
poker,
soccer
game,
mee;ng,
healthcare.
Human activity systems, on the other hand are essentially complex, indefinable and purposeful.
!He
developed
the
“so[
systems
methodology”,
sugges;ng
that
most
problems
in
systems
are
caused
because
“human
beings
are
hard
to
predict”.
He
did
not
think
that
there
were
things
you
could
“fix”
with
systems
thinking,
instead
there
were
“situa;ons
you
could
improve”.
!4
ac;vi;es
of
SSM:
-‐
Finding
out
about
the
situa;on
-‐
Making
purposeful
ac;vity
models
based
on
par;cular
world
views.
-‐
Using
the
models
to
ques;on
the
situa;on
-‐
Defining
ac;on
to
improve
the
situa;on.
14. Leverage
points…
…places
within
a
complex
system
where
a
small
shift
in
one
thing
can
produce
big
changes
in
everything.
…are
often
counterintuitive.
19. 1)
Modeling
Models are tools for understanding complex situations.
Models are tools for communicating complex situations.
20. !
“Only
by
building
a
model
of
customer
behaviour
and
then
showing
our
ability
to
use
our
product
or
service
to
change
it
over
;me
can
we
establish
real
facts
about
the
validity
of
our
vision.”
~ Eric Ries
21. Personas
from
Design
Jam
London,
by
Jeff
Van
Campen
http://www.flickr.com/photos/otrops/tags/designjamlondon/
This
is
where
UX
offers
lots
of
tools:
personas,
customer
journey
maps;
Lean
Startup’s
hypothesis-‐driven
approach
also
is
modeling.
22. Flickr
User
Model
by
Bryce
Glass
http://www.flickr.com/photos/bryce/58299511/
Models
help
us
understand
how
things
work.
32. 1)
Modeling 2)
Behavior
over
time 3)
Change
Rich
Picture
applications
Framing
the
problem:
Checkland’s
root
definition
Understanding
and
communicating
a
complex
situation
Uncovering
assumptions
and
knowledge
gaps
Research
planning
Stakeholder
risk
matrix
CATWOE
1. A system Transformation – ie a clear relationship between system inputs and outputs.
2. A system Owner – ie someone who is ultimately responsible for the system. This person, or persons, can often be identified by asking the question ‘who can stop the activity’?
3. Actors – those people who take action within the system.
4. Customers for the system – ie the beneficiaries, or intended beneficiaries, of the system.
5. The system Environment within which the activity takes place.
6. The World view which enables all of the above to make sense.
33. 1)
Modeling 2)
Behavior
over
time 3)
Change
Business
Model
Canvas
Job
seekers
Recruiters
Jobs
Candidates
Manage,
promote
platform
Platform
Manage
and
develop
platform
Marketing
costs
Job
ads
Hiring
fee
35. 1)
Modeling 2)
Behavior
over
time 3)
Change
Flows
inflow outflow
information
feedback,
control
stock
Bath
tub
example
-‐
overflow
pipe
!2
types
of
flows.
First
one
is
material
and
stock
flows.
Stocks
change
over
;me
through
the
ac;ons
of
flow.
Stocks
act
as
buffers
or
delays,
and
help
a
system
to
stay
in
balance.
You
can
also
apply
this
to
people.
Shows
limits
to
growth
if
your
resources
aren’t
endless.
Key
is
to
understand
and
monitor
system
behaviour
over
;me.
Do
not
focus
on
only
individual
events.
!The
second
type
are
informa;on
flows.
While
it’s
hard
to
change
physical
structure,
materials,
resources,
changing
how
informa;on
is
distributed
and
presented
in
a
system
can
have
major
impact.
"Informa)on
holds
systems
together
and
plays
a
great
role
in
determining
how
they
operate.
Most
of
what
goes
wrong
in
systems
goes
wrong
because
of
biased,
late,
or
missing
informa)on."
(Meadows)
Adding
or
restoring
informa;on
can
be
a
powerful
interven;on,
usually
much
easier
and
cheaper
than
rebuilding
physical
infrastructure.
!Notes
on
John
Seddon:
interes;ng
to
consider
how
customer
inquiries/feedback
come
in
and
flow
through
the
system
36. 1)
Modeling 2)
Behavior
over
time 3)
Change
Feedback
loops
George’s
ability
to
solve
problems
Number
of
problems
solved
Number
of
remaining
problems
Time
available
per
problem
Project
in
trouble
Management
pressure
to
solve
problems
R1 R3
R2
Need
to
involve
Paul
B1
Reinforcing
feedback
loops
A
posi;ve
feedback
loop
is
self-‐reinforcing.
The
more
it
works,
the
more
it
gains
power
to
work
some
more.
Posi;ve
feedback
loops
drive
growth,
explosion,
erosion,
and
collapse
in
systems.
A
system
with
an
unchecked
posi;ve
loop
ul;mately
will
destroy
itself.
Usually
nega;ve
feedback
loop
kicks
in,
eg
epidemic
runs
out
of
infectable
people—or
people
take
increasingly
strong
steps
to
avoid
being
infected.
Reducing
the
gain
around
a
posi;ve
loop—slowing
the
growth—is
usually
a
more
powerful
leverage
point
in
systems
than
strengthening
nega;ve
loops,
and
much
preferable
to
leFng
the
posi;ve
loop
run.
(...)
control
must
involve
slowing
down
the
posi;ve
feedbacks.
!Balancing
feedback
loop
A
nega;ve
feedback
loop
needs
a
goal
and
a
response
mechanism.
Self-‐correct
the
system,
o[en
inac;ve
=
emergency
mechanisms.
Seem
costly
as
inac;ve,
removing
them
has
li]le
impact
in
the
short-‐term,
neglect
the
long-‐term
impact.
Here
are
some
other
examples
of
strengthening
nega;ve
feedback
controls
to
improve
a
system's
self-‐correc;ng
abili;es:
preven;ve
medicine,
exercise,
and
good
nutri;on
to
bolster
the
body's
ability
to
fight
disease,
pollu;on
taxes.
!The
informa)on
delivered
by
a
feedback
loop
-‐
even
nonphysical
feedback
-‐
can
only
affect
future
behaviour;
it
can't
deliver
a
signal
fast
enough
to
correct
behaviour
that
drove
the
current
feedback.
There
will
always
be
delays
in
responding.
The
loop
that
dominates
the
system
will
determine
the
behaviour.
Consider
the
driving
factors,
how
they
might
behave,
and
what
drives
them.
!
Dynamic
systems
studies
are
not
designed
to
predict
what
will
happen,
but
to
explore
what
would
happen
if...
-‐-‐>
system
dynamics
models
explore
possible
futures
and
ask
'what
if'
ques;ons.
!Causal
Loop
Diagrams
help
reveal
system
dynamics.
Crea;ng
the
diagrams
involves
more
work
than
reading
them,
but
can
be
done
by
anyone
willing
to
take
;me
to
think
things
through
and
look
for
rela;onships.
For
example,
what
problems
might
arise
by
involving
help?
Is
it
possible
that
things
will
get
worse
before
they
get
be]er?
And
why
would
that
be?
!Rela)ng
loops
to
Eric
Ries’
engines
of
growth
word
of
mouth,
side
effect
of
use,
paid
adver;sing,
repeat
use
S;cky
-‐
make
me
come
back
Viral
-‐
word
of
mouth
Paid
37. 1)
Modeling 2)
Behavior
over
time 3)
Change
Behavior
over
time
graphs
inventory
days
perfect
informa;on
scenario
!
38. 1)
Modeling 2)
Behavior
over
time 3)
Change
Behavior
over
time
graphs
inventory
days
what
really
happens
!What
came
before?
What
might
happen
next?
!Focus
on
trends
over
;me
rather
than
single
events.
Learn
if
the
system
is
approaching
a
goal
or
limit.
Inventory
=
stock
(could
also
be
informa;on)
39. 1)
Modeling 2)
Behavior
over
time 3)
Change
Cohort
analysis
40. 1)
Modeling 2)
Behavior
over
time 3)
Change
Cohort
analysis
Eric
writes:
Cohort
analysis:
This
technique
is
useful
in
many
types
of
business,
because
every
company
depends
for
its
survival
on
sequences
of
customer
behaviour
called
flows.
Customer
flows
govern
the
interac;on
of
customers
with
a
company's
products.
They
allow
us
to
understand
a
business
quan;ta;vely
and
have
much
more
predic;ve
power
than
do
tradi;onal
gross
metrics.
p
145
Cohort-‐based
reports
are
the
gold
standard
of
learning
metrics:
they
turn
complex
ac;ons
into
people-‐based
reports.
41.
42. 1)
Modeling 2)
Behavior
over
time 3)
Change
Custom
tools
to
monitor
interactions
by @lukew
43. 1)
Modeling 2)
Behavior
over
time 3)
Change
Photo
by
Anders
Zakrisson
http://www.flickr.com/photos/anders-‐zakrisson/4982281184/
Talking
to
people,
empathy,
intui;on
44. DATA
MEANING
humanise
the
data
–
tell
a
story
!Informa;on
flows
enable
other
things
in
the
system
to
happen
Consider
the
feedback
loops
Observe
customer
behavior
over
;me
Use
qualita;ve
findings
and
your
gut
46. 1)
Modeling 2)
Behavior
over
time 3)
Change
inventory
days
Flows
and
loops
Donella
Meadows
also
says
that
its
quite
tricky
to
properly
monitor
a
system
and
react
appropriately,
because
the
delays
in
observing,
and
then
the
delay
in
ac;ng
means
that
by
the
;me
your
change
goes
into
place,
the
system
is
probably
in
a
different
state.
Its
easy
to
over
compensate.
It
seems
to
me
that
you
need
to
try
to
get
both
stats
as
real-‐;me
as
possible,
and
gain
a
good
understanding
of
natural
flows
over
;me.
shi[
a]en;on
from
the
abundant
factors
to
the
next
poten;al
limi;ng
factor.
layer
of
limits.
!If
a
decision
point
in
a
system
(which
can
be
a
person)
is
responding
to
delayed
informa;on,
or
responding
with
a
delay,
the
decision
will
be
off
target.
Ac;on
taken
too
fast
can
cause
unnecessary
instability.
!When
there
are
long
delays
in
feedback
loops,
some
sort
of
foresight
is
essen;al.
To
act
only
when
a
problem
becomes
obvious
is
to
miss
an
important
opportunity
to
solve
the
problem.
!genchi
gembutsu
from
Lean:
understands
that
a
small
change
can
affect
the
overall
system.
the
person
close
to
the
problem
is
trusted
with
solving
it.
You
have
to
'go
and
see
for
yourself'.
don’t
change
your
strategy
on
a
whim!
47. 1)
Modeling 2)
Behavior
over
time 3)
Change
systems
with
different
users:
consider
how
role
changes
will
impact
everything.
Some
of
this
is
quite
hard
to
implement!
Understand
the
system
structure
you’re
building!
Work
with
developers
who
draw
diagrams
about
the
so[ware
system,
so
you
also
understand
technical
legacies
and
ripple
effects.
48. 9.
Numbers
(subsidies,
taxes,
standards).
8.
Material
stocks
and
flows.
7.
Regulating
negative
feedback
loops.
6.
Driving
positive
feedback
loops.
5.
Information
flows.
4.
The
rules
of
the
system
(incentives,
punishment,
constraints).
3.
The
power
of
self-‐organization.
2.
The
goals
of
the
system.
1.
The
mindset
or
paradigm
out
of
which
the
goals,
rules,
feedback
structure
arise.
1)
Modeling 2)
Behavior
over
time 3)
Change
Leverage
points
Mention how we often find ourselves as consultants in a situation where we are working on one level - eg improving information flows - but effectiveness of the solution we are implementing is constrained by leverage points of a higher level (eg rules).
49. 1)
Modeling 2)
Behavior
over
time 3)
Change
Disruptive
startups
change
existing
systems
Behaviour
at
scale
Emergence
of
culture
Environment
readiness
Why certain businesses emerge from certain locations, contexts
50. Take-‐aways
The
‘worldviews’
that
people
and
elements
in
the
system
hold
The
processes
that
are
necessary
to
deliver
value
to
customers
!
How
to
gather
and
visualize
information
holistically
How
user-‐centered
design
and
empathy
help
to
reduce
uncertainty
!
What
is
the
right
level
for
the
impact
you
are
aiming
for?
What
enables
the
change,
where
are
conflicts,
who
can
be
your
change
agent?
55. The intuitive mind is a sacred gift and the rational
mind is a faithful servant. We have created a society
that honors the servant and has forgotten the gift.
!
We will not solve the problems of the world from the
same level of thinking we were at when we created
them. More than anything else, this new century
demands new thinking:
!
We must change our materially based analyses of the
world around us to include broader, more
multidimensional perspectives.
!
~Albert Einstein
56. Resources
The
Lean
Startup
by
Eric
Ries
!
Systems
Thinking,
Systems
Practice
and
Soft
Systems
Methodology
by
Peter
Checkland
!
Thinking
in
Systems:
A
Primer
by
Donella
Meadows
!
Business
Model
Generation
by
Alexander
Osterwalder
and
Yves
Pigneur
!
Donella
Meadow’s
article
Places
to
Intervene
in
a
System
can
be
found
at
http://
www.developerdotstar.com/mag/articles/places_intervene_system.html
!
Peter
Senge
is
a
key
systems
thinker,
I
haven’t
included
any
of
his
material
directly,
but
read
about
this
perspectives
especially
on
organisational
change.
Check
him
out.
!
For
the
design
geek
in
you,
read
up
on
Buckminster
Fuller’s
Design
Science.