Marketing, Engineering, Design...Empathy?

Myths and Patterns of Organizational Change - Agile Summit 2019

Yenwen Fang

This document discusses common myths and patterns related to organizational change. It addresses five myths: 1) that people are always rational, 2) that good always triumphs over evil, 3) that one can force change through power alone, 4) that skeptics are bad or stupid, and 5) that change efforts don't require help from others. For each myth, it provides an alternative pattern to consider, such as recognizing cognitive biases, treating skeptics with respect, and bringing others in to influence them and share ownership of the change. Overall, the document emphasizes learning through small experiments, using stories to engage people emotionally, and expressing sincere gratitude for others' contributions.

What marketers wish developers knew

Dustin Nay

We’ve seen this story over and over. Your client’s marketing agency wants you to do something… or you need to talk to them about a problem they are causing, and there is this gap where you don’t know how to get through to them. I’ve been on both sides of this fence. I’d like to help you close the gap with your clients or internally within your organization. We’ll discuss how to build trust, communicate effectively, and follow-through in a way that closes the gap of understanding between marketing and development. Don’t get stuck in games of politics when solid, clear, concise communication will do! Improve your marketing know-how and impress your clients and higher-ups too.

Bootstrap Business Seminar 1: Finding what's broken 2015

CityStarters

This document discusses how to find and define good problems. It encourages cultivating curiosity by getting outside more and changing routines. Good problems are defined as important, having clear protagonists and boundaries, an endpoint, and being actionable. In contrast, "wicked problems" have multiple stakeholders, are multidimensional with no clear boundaries, and solutions are partial. The document recommends developing beginner's mind, negative capability, and epistemic curiosity to find problems by exploring the "adjacent possible" and asking open-ended questions.

One Weird Old Tip for Growth — Dave Zohrob, Venture Hacker @ AngelList

Dave Zohrob

Fantastic beasts and where to improve them - Lean Agile Scotland 2018

Chris Smith

Myths patterns - Agile Summit 2019 Taiwan

Tomas Li

MEMSI January 2018: Great Pitches Part 2

Interviewing (Listening to) People

Brian Winters

5 Deadly Networking Mistakes

Stuart Walton

The document outlines 5 common mistakes made in networking: 1) Not listening to others, 2) Expecting a sale every time, 3) Having a dull pitch, 4) Not doing presentations to practice public speaking, and 5) Only attending networking events once instead of regularly building relationships. The advice is to not be afraid of mistakes, as success requires some failure, and there will be other opportunities to improve your networking skills.

Creating compelling museum games (We Are Museums 2016)

The document discusses challenges with museum games and provides guidance on effective game design. It notes that museum games often fail due to lack of games expertise, small budgets, and poor understanding of audiences. It emphasizes the importance of a clear objectives-driven design process that incorporates iterative testing and allows flexibility. A good game is defined as having compelling mechanics, balanced challenge, satisfying experience, and optional extrinsic motivation. The key to good educational games is identifying learning objectives first and designing mechanics to meet those, then prototyping and revising based on testing before finalizing.

Effective learning enviroment

sachezi

This document outlines strategies for creating an effective learning environment, including developing higher-order thinking skills, promoting creativity, correctly pitching challenges, and reducing teacher talking time. It provides goals and suggestions for language learning, such as asking students where and with whom they will speak English. Techniques are presented for building student confidence through goal-setting, icebreakers, story starters, asking effective questions, giving concise feedback, and handling mistakes in a way that encourages self-correction. Guidelines are also given for minimizing unnecessary teacher talking and using teacher talking time productively.

Playful Learning : how to turn any IP into a successful educational app or game

Chicago eLearning & Technology Showcase

Slides from the Playful Learning workshop on creating good educational games from existing IP at the Children's Media Conference 2014. By Martha Henson and Kirsten Campbell-Howes of #LEGup and edugameshub.com. More details http://www.thechildrensmediaconference.com/sessions/wednesday-workshop-playful-learning. Write up http://www.thechildrensmediaconference.com/blog/2014/07/03/wednesday-workshop-playful-learning-report/.

Zeus Communication Workshop

srahemtulla

Semira Rahemtulla led a communication workshop where she: 1) Introduced herself and her background in executive coaching, startup founding, and product management. 2) Discussed the importance of psychological safety, self-disclosure, and giving effective feedback by focusing on specific behaviors, sharing one's feelings and perspective, and understanding the other person's point of view. 3) Provided exercises for participants to practice giving compliments, feedback, and receiving feedback in a way that minimizes defensiveness through active listening and understanding.

Searching for the Sweet Spot - Tips on how to find insights

Omar El-Gammal

CETS 2010, Judy Martins, Creating Engaging Elearning

The document discusses creating engaging eLearning content. It provides tips for making eLearning interactive through techniques like games, videos, discussions and assessments. Engaging content that utilizes interaction is important for effective learning according to Kirkpatrick's model of learning evaluation. The document gives examples of games that can be used for review and tips for designing content that achieves learning outcomes through a four step process of defining goals, designing engaging content, delivering with interactivity and assessing learning.

Design Thinking: do you feel it, sister?

ProductTank Odessa

Survive and Thrive as a Library Director - Part 1

ALATechSource

This document provides advice and strategies for public library directors to survive and thrive in their roles. It discusses identifying one's strengths and weaknesses, developing coping skills like surrounding oneself with supportive people and taking vacations, and actions to take one's career to the next level such as writing articles, developing a professional development plan, and connecting with mentors. The document emphasizes that as a library director, one is always "on stage" and held to high standards by the community.

How mindset affects our achievement potential

John Loty

HOWTO Empathy

Emma Jane Hogbin Westby

The document discusses how to develop empathy through practicing different levels. It begins by defining empathy and distinguishing it from sympathy. It then outlines three levels of practicing empathy with increasing difficulty: Level 1 involves learning about others by asking questions and listening; Level 2 uses thinking strategies to understand motivations and structure interactions; Level 3 uses imagination to see issues from other perspectives. The document provides examples of practicing empathy for oneself and others. It emphasizes that developing empathy improves problem-solving and fosters relationships.

What's hot

Content Personalities: Working with Others without Going Insane

Andrea Goulet

Game Studio Management: Making It Great

Jesse Schell

MEMSI June 2018: Great pitches, Part 2

Myths and Patterns of Organizational Change - Agile Summit 2019

Yenwen Fang

What marketers wish developers knew

Dustin Nay

Bootstrap Business Seminar 1: Finding what's broken 2015

CityStarters

One Weird Old Tip for Growth — Dave Zohrob, Venture Hacker @ AngelList

Dave Zohrob

Fantastic beasts and where to improve them - Lean Agile Scotland 2018

Chris Smith

Myths patterns - Agile Summit 2019 Taiwan

Tomas Li

MEMSI January 2018: Great Pitches Part 2

Interviewing (Listening to) People

Brian Winters

5 Deadly Networking Mistakes

Stuart Walton

Creating compelling museum games (We Are Museums 2016)

Effective learning enviroment

sachezi

Playful Learning : how to turn any IP into a successful educational app or game

Chicago eLearning & Technology Showcase

Zeus Communication Workshop

srahemtulla

Searching for the Sweet Spot - Tips on how to find insights

Omar El-Gammal

CETS 2010, Judy Martins, Creating Engaging Elearning

Design Thinking: do you feel it, sister?

ProductTank Odessa

Survive and Thrive as a Library Director - Part 1

ALATechSource

What's hot (20)

Content Personalities: Working with Others without Going Insane

Game Studio Management: Making It Great

MEMSI June 2018: Great pitches, Part 2

Myths and Patterns of Organizational Change - Agile Summit 2019

What marketers wish developers knew

Bootstrap Business Seminar 1: Finding what's broken 2015

One Weird Old Tip for Growth — Dave Zohrob, Venture Hacker @ AngelList

Fantastic beasts and where to improve them - Lean Agile Scotland 2018

Myths patterns - Agile Summit 2019 Taiwan

MEMSI January 2018: Great Pitches Part 2

Interviewing (Listening to) People

5 Deadly Networking Mistakes

Creating compelling museum games (We Are Museums 2016)

Effective learning enviroment

Playful Learning : how to turn any IP into a successful educational app or game

Zeus Communication Workshop

Searching for the Sweet Spot - Tips on how to find insights

CETS 2010, Judy Martins, Creating Engaging Elearning

Design Thinking: do you feel it, sister?

Survive and Thrive as a Library Director - Part 1

Similar to Marketing, Engineering, Design...Empathy?

How mindset affects our achievement potential

John Loty

HOWTO Empathy

Emma Jane Hogbin Westby

Appreciative Agile: Overturning the Problem Bias

This document discusses Appreciative Inquiry and how it can be applied to agile teams. Appreciative Inquiry is a philosophy and process that focuses on what works well rather than identifying problems. It involves asking positive, open-ended questions to discover strengths and imagine possibilities. The document outlines how Appreciative Inquiry uses a 5 D process (Define, Discover, Dream, Design, Destiny) and appreciative interviews to shift a group's mindset. It provides examples of reframing questions from a problem-focused to an appreciative lens and suggests adapting Appreciative Inquiry through appreciative retrospectives and visualizing desired outcomes.

More Than a Feeling: Emotions and Knowledge Management

SIKM

Matt Moore presented on emotions and knowledge management. He discussed how emotions are rarely talked about in knowledge management but are important to understand as they drive human behavior. Moore outlined some fears in the knowledge management field such as people no longer caring about knowledge or technologists being right that people don't matter. The discussion covered how emotions are constructed by our brains and bodies and impact organizations. Knowledge managers need to consider how emotions affect designing products, programs and managing communities.

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Introduction to Dialogue

Ada Gonzalez

This document discusses the concept of dialogue and its importance for collaboration and innovation in the workplace. It provides definitions of dialogue, distinguishing it from discussion. Dialogue is described as thinking and working together to make sense of ideas, requiring full participation and the development of trust and understanding between people. Several exercises and activities are presented to practice key components of dialogue, such as listening without judgment, asking questions, and sharing stories to connect on a personal level. The document emphasizes that dialogue is a process of discovery that allows new understanding to emerge from respectfully holding differing perspectives.

Toxic workplaces: The Secret Tool for Transformation

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Elaine Oxamendi Vicet( nee Jackson)

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Appreciative inquiry

Mercedes Viola

“Appreciative Inquiry is the cooperative search for the best in people, their organizations, and the world around them. It involves systematic discover of what gives a system ‘life’ when it is most effective and capable in economic, ecological, and human terms.” Cooperrider, D.L. & Whitney, D It is a methodology aimed at the development of the organization based on the assumption that inquiry into and dialogue about strengths, successes, values, hopes and dreams is in itself transformational. The process used to generate the power of Appreciative Inquiry is the 4-D Cycle: Discovery - Dream - Design - Destiny Discovery: The Discovery phase is a diligent and extensive search to understand the "best of what is" and "the best of what has been." Dream: The Dream phase is an energizing exploration of "what might be:" Design: The Design phase involves making choices about "what should be" within an organization or system. Destiny: The Destiny phase initiates a series of inspired actions that support ongoing learning and innovation - or "what will be." School leaders and teachers are searching for a purpose and a sense of identity. We want more than just pay; we want a ‘sense of mission’. When you believe in a professional way of doing your job you have to be able to transmit this to all the people involved in teaching/learning process. The Appreciative Inquiry methodology helps to create our identity and to transmit our values and beliefs. Educational institutions need to be knowledge rich, adaptable and permanently changing. We need to be able to design curricula according to our student’s individual needs.

Please understand me! chapin ms 10.4.13

Katherine Swartz Hilton

This document discusses personality types and leadership styles. It provides an overview of the Keirsey Temperament Sorter personality assessment, which categorizes people into four dichotomies: Extraversion vs Introversion, Sensing vs Intuition, Thinking vs Feeling, and Judging vs Perceiving. For each dichotomy, common traits for each type are described. The document also discusses how to work effectively with different personality types and encourages understanding diversity to build strong teams. Overall, it promotes self-reflection on personality and an appreciation for different styles to become better leaders.

Change the Conversation! Unleash Your Potential in a Complex World.pptx

XPDays

This document outlines an interactive workshop on using deliberate developmental conversations (DDC) techniques to help participants uncover and reshape their meaning-making systems for navigating complexity. The workshop will explore inner complexity, sensing, meaning-making, and how developmental conversations can reveal these for oneself and others. Participants will have conversations using probing, provoking, supporting and reflecting questions to help reveal each other's sense-making systems. They will also practice using acknowledgment, articulation and reframing moves. The goal is for participants to gain insights into their own meaning-making and learn techniques that can be applied to future conversations.

"I hear you": Moving beyond empathy in UXR

Megan Campos

User research literature widely assumes that researchers should build empathy for their users, and that this will enable companies to design better experiences. Businesses point to UX research as the empathy in their company ethos. But when we talk about empathy in a business context, what do we really mean? Is it reasonable to expect researchers to empathize with every person they interview? Is it even productive? In this presentation, I will discuss why empathy is not what drives business and makes researchers good advocates for our users. We will first look at the literal and theoretical definitions of empathy in user experience research, then draw from that definition what businesses are ultimately in search of—rightly or wrongly—when they bring UX research into the process. We will talk about how it may not only be impossible to achieve true empathy, but also that “being empathetic” may not make researchers better advocates for the user. I will argue that we should reframe our goal as compassion, an action-driven, thoughtful, and achievable north star that leverages core researcher talents and better communicates user needs.

Empathy for Engineers