1. Ignore initial requirements and user stories and keep questioning to understand the underlying problem through questions like "why?"
2. Define the desired outcomes of solving the problem.
3. Step back to look for complementary projects and people that could help resolve any conflicting desired outcomes or perceived constraints. Repeat the process of questioning and learning along the way.
There are many reasons why someone might want to become a UI UX designer. One reason could be to create a better user experience for people using a product.
Another reason could be to improve the design of a website or app. A final reason could be to create new and innovative user interfaces.
There are many reasons why someone might want to become a UI UX designer. One reason could be to create a better user experience for people using a product.
Another reason could be to improve the design of a website or app. A final reason could be to create new and innovative user interfaces.
Systems Thinking - Web à Québec - May 2022Boon Yew Chew
In modern times, both signal and noise overwhelms us—pandemic, wars, climate change, yet another platform redesign—complexity has finally caught up, and we've no choice but to deal with it.
But where do we begin with complexity when there's so much to think of? A systems view might help us unravel the mess, connect the right dots, and eventually getting along with the change.
That's what this talk is about - a peek into the world of systems thinking, and what it can teach us about embracing and navigating overwhelming things.
Presented at Web à Québec, 24 May 2022.
Ai and Design: When, Why and How? - Morgenbooster1508 A/S
This year, A and I became the probably most used letters in the alphabet. Time to reflect upon the role we play as designers in an increasingly AI-driven landscape.
UX 101: A quick & dirty introduction to user experience strategy & designMorgan McKeagney
A quick & dirty intro to UX strategy & design. Some context, some fundamentals, some current & emerging trends, and some useful resources for the absolute beginner.
First delivered @ the NDRC Launchpad startup accelerator in Dublin, Ireland, 16/10/2014. (www.ndrc.ie)
There are many reasons why someone might want to become a UI UX designer. One reason could be to create a better user experience for people using a product.
Another reason could be to improve the design of a website or app. A final reason could be to create new and innovative user interfaces.
There are many reasons why someone might want to become a UI UX designer. One reason could be to create a better user experience for people using a product.
Another reason could be to improve the design of a website or app. A final reason could be to create new and innovative user interfaces.
Systems Thinking - Web à Québec - May 2022Boon Yew Chew
In modern times, both signal and noise overwhelms us—pandemic, wars, climate change, yet another platform redesign—complexity has finally caught up, and we've no choice but to deal with it.
But where do we begin with complexity when there's so much to think of? A systems view might help us unravel the mess, connect the right dots, and eventually getting along with the change.
That's what this talk is about - a peek into the world of systems thinking, and what it can teach us about embracing and navigating overwhelming things.
Presented at Web à Québec, 24 May 2022.
Ai and Design: When, Why and How? - Morgenbooster1508 A/S
This year, A and I became the probably most used letters in the alphabet. Time to reflect upon the role we play as designers in an increasingly AI-driven landscape.
UX 101: A quick & dirty introduction to user experience strategy & designMorgan McKeagney
A quick & dirty intro to UX strategy & design. Some context, some fundamentals, some current & emerging trends, and some useful resources for the absolute beginner.
First delivered @ the NDRC Launchpad startup accelerator in Dublin, Ireland, 16/10/2014. (www.ndrc.ie)
Kullanıcı Deneyimi Tasarımı Süreçleri
Speakings:
• UX Camp'14 - "Design Process" - Userspots, Bahçeşehir University Game Lab, Istanbul, July 2014
• TÜTEV - "UX Design" - Ankara, July 2014
• Android Developer Days 2014 - "Mobile UX" - GDG Ankara, METU Ankara, May 2014
• UX Weekend ITU - "Design Process" - Userspots, ITU Department of Fine Arts, Istanbul, April 2014
• UX Weekend Ankara - "Design Process" - Userspots, METU Gimer, Ankara - April 2014
Given speeches about "UX Design Process" and also helped attendees about their UX Design projects.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
Building High-Growth Products with Jobs-to-be-DoneProduct School
Jared Ranere, a Growth Partner at thrv, talked about how Jobs-to-be-Done answers questions like "what is a customer need?" "Who is your real competition?" and "What does it mean to be "satisfied?" in a way that aligns your development team around your customer. It also gives you precise, measurable customer needs, and helps you know if your feature idea will deliver customer satisfaction before your team writes a line of code.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Plans Head of UX, Jason Mesut has also been doing his bit to quell the UX talent drought. His talk to UX newbies at General Assembly on what employers are looking for, has also been a hit online (view on Slideshare). On top of this, Jason has been working with some other leaders in the field to develop a course on digital Experience Design for Hyper Island.
Introduction to reasoning and design thinking.
Reasoning is associated with thinking, cognition, and intellect.
Design thinking is a deeply human process that taps into abilities we all have but get overlooked by more conventional problem-solving practices.
Service design is no longer new or unknown. The practice is maturing as service design firms gain experience and organizations start to bring service design in house. Journey maps are all the rage, and everyone is talking about designing for the end to end customer experience. So what does it take to be a great service designer? What need do service designers address? What is the craft of service design? How might you build service design into your team? This talk was given at Productized16 in Lisbon.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Presented at Lean UX 2014, April 12, 2014
www.leanuxnyc.co
In this fun, hands-on workshop, I’ll lead you through a series of exercises which help you learn to draw good-looking, quick, useful, user interface (UI) sketches.
This class covers:
• Types of sketches
• Why sketch?
• Sketching materials
• Grids, containers and functional groupings
• Developing your personal UI shorthand
This workshop is appropriate for designers, product managers, Web developers, software engineers or anyone else who needs to think about or communicate concepts for digital products. No prior artistic or drawing experience necessary. If you can draw a circle, a square and a triangle, you’ve already got the basics covered!
Learning how to quickly sketch screen layouts and UI elements helps you think through design problems, communicate ideas to other people, collaborate, and reduce the need for pixel-perfect deliverables. Work through the exercises in this workshop and pick up some new skills you can use right away in your own projects.
UX STRAT Online 2021 Presentation by Jessa Parette, Capital OneUX STRAT
These slides are for the following session presented at the UX STRAT Online 2021 Conference:
"How to Measure Design Quality"
Jessa Parette
Capital One: Head of Design - Strategy, Research & Systems
A Lean Design Process for Creating Awesome UXAnnie Wang
Lean UX is a proven approach for lean startup environment. My lean UX process is based on a commonly 6 step cycle ux process. In my practice with a few startups, I found it worked better for me to split the first step “concept” into 2 steps: discovery and wireframe. Thus my process is 7 steps – discovery, Wireframe, prototype, validate internally, test externally, summarize, iterate.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
The technologies and people we are designing experiences for are constantly changing, in most cases they are changing at a rate that is difficult keep up with. When we think about how our teams are structured and the design processes we use in light of this challenge, a new design problem (or problem space) emerges, one that requires us to focus inward. How do we structure our teams and processes to be resilient? What would happen if we looked at our teams and design process as IA’s, Designers, Researchers? What strategies would we put in place to help them be successful? This talk will look at challenges we face leading, supporting, or simply being a part of design teams creating experiences for user groups with changing technological needs.
The Understanding Group's cofounders spoke on the following at IA Summit 2013
Are you struggling to carve out a place for information architecture in the world of acronym soup? In this talk, longtime IA Dan Klyn and his business partner Bob Royce explore the pros and cons of bucking the trend of “all encompassing UX” to focus our practice on IA.
Through stories and case studies we’ll explore:
-How the lens of IA helps us solve problems beyond UX and collaborate readily with other non-UX disciplines.
-Our experience delivering services both directly to clients and through agencies.
-How we explain IA to people outside our industry and work to justify a larger investment in IA.
-How we go beyond information retrieval and navigation to include the concepts of meaning and place-making in our work.
Since all of the above was accomplished through much trial and error, there will also be plenty of discussion about the failures we’ve encountered along the way.
Kullanıcı Deneyimi Tasarımı Süreçleri
Speakings:
• UX Camp'14 - "Design Process" - Userspots, Bahçeşehir University Game Lab, Istanbul, July 2014
• TÜTEV - "UX Design" - Ankara, July 2014
• Android Developer Days 2014 - "Mobile UX" - GDG Ankara, METU Ankara, May 2014
• UX Weekend ITU - "Design Process" - Userspots, ITU Department of Fine Arts, Istanbul, April 2014
• UX Weekend Ankara - "Design Process" - Userspots, METU Gimer, Ankara - April 2014
Given speeches about "UX Design Process" and also helped attendees about their UX Design projects.
Lightning Talk #9: How UX and Data Storytelling Can Shape Policy by Mika Aldabaux singapore
How can we take UX and Data Storytelling out of the tech context and use them to change the way government behaves?
Showcasing the truth is the highest goal of data storytelling. Because the design of a chart can affect the interpretation of data in a major way, one must wield visual tools with care and deliberation. Using quantitative facts to evoke an emotional response is best achieved with the combination of UX and data storytelling.
Building High-Growth Products with Jobs-to-be-DoneProduct School
Jared Ranere, a Growth Partner at thrv, talked about how Jobs-to-be-Done answers questions like "what is a customer need?" "Who is your real competition?" and "What does it mean to be "satisfied?" in a way that aligns your development team around your customer. It also gives you precise, measurable customer needs, and helps you know if your feature idea will deliver customer satisfaction before your team writes a line of code.
An immersive workshop at General Assembly, SF. I typically teach this workshop at General Assembly, San Francisco. To see a list of my upcoming classes, visit https://generalassemb.ly/instructors/seth-familian/4813
I also teach this workshop as a private lunch-and-learn or half-day immersive session for corporate clients. To learn more about pricing and availability, please contact me at http://familian1.com
Plans Head of UX, Jason Mesut has also been doing his bit to quell the UX talent drought. His talk to UX newbies at General Assembly on what employers are looking for, has also been a hit online (view on Slideshare). On top of this, Jason has been working with some other leaders in the field to develop a course on digital Experience Design for Hyper Island.
Introduction to reasoning and design thinking.
Reasoning is associated with thinking, cognition, and intellect.
Design thinking is a deeply human process that taps into abilities we all have but get overlooked by more conventional problem-solving practices.
Service design is no longer new or unknown. The practice is maturing as service design firms gain experience and organizations start to bring service design in house. Journey maps are all the rage, and everyone is talking about designing for the end to end customer experience. So what does it take to be a great service designer? What need do service designers address? What is the craft of service design? How might you build service design into your team? This talk was given at Productized16 in Lisbon.
Behind every great product is a great team doing work in a way that guarantees results. They are following a roadmap from the starting point to the end product. But a product roadmap can be elusive. This talk addresses why it is important and presents an approach to make one.
Presented at Lean UX 2014, April 12, 2014
www.leanuxnyc.co
In this fun, hands-on workshop, I’ll lead you through a series of exercises which help you learn to draw good-looking, quick, useful, user interface (UI) sketches.
This class covers:
• Types of sketches
• Why sketch?
• Sketching materials
• Grids, containers and functional groupings
• Developing your personal UI shorthand
This workshop is appropriate for designers, product managers, Web developers, software engineers or anyone else who needs to think about or communicate concepts for digital products. No prior artistic or drawing experience necessary. If you can draw a circle, a square and a triangle, you’ve already got the basics covered!
Learning how to quickly sketch screen layouts and UI elements helps you think through design problems, communicate ideas to other people, collaborate, and reduce the need for pixel-perfect deliverables. Work through the exercises in this workshop and pick up some new skills you can use right away in your own projects.
UX STRAT Online 2021 Presentation by Jessa Parette, Capital OneUX STRAT
These slides are for the following session presented at the UX STRAT Online 2021 Conference:
"How to Measure Design Quality"
Jessa Parette
Capital One: Head of Design - Strategy, Research & Systems
A Lean Design Process for Creating Awesome UXAnnie Wang
Lean UX is a proven approach for lean startup environment. My lean UX process is based on a commonly 6 step cycle ux process. In my practice with a few startups, I found it worked better for me to split the first step “concept” into 2 steps: discovery and wireframe. Thus my process is 7 steps – discovery, Wireframe, prototype, validate internally, test externally, summarize, iterate.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
The technologies and people we are designing experiences for are constantly changing, in most cases they are changing at a rate that is difficult keep up with. When we think about how our teams are structured and the design processes we use in light of this challenge, a new design problem (or problem space) emerges, one that requires us to focus inward. How do we structure our teams and processes to be resilient? What would happen if we looked at our teams and design process as IA’s, Designers, Researchers? What strategies would we put in place to help them be successful? This talk will look at challenges we face leading, supporting, or simply being a part of design teams creating experiences for user groups with changing technological needs.
The Understanding Group's cofounders spoke on the following at IA Summit 2013
Are you struggling to carve out a place for information architecture in the world of acronym soup? In this talk, longtime IA Dan Klyn and his business partner Bob Royce explore the pros and cons of bucking the trend of “all encompassing UX” to focus our practice on IA.
Through stories and case studies we’ll explore:
-How the lens of IA helps us solve problems beyond UX and collaborate readily with other non-UX disciplines.
-Our experience delivering services both directly to clients and through agencies.
-How we explain IA to people outside our industry and work to justify a larger investment in IA.
-How we go beyond information retrieval and navigation to include the concepts of meaning and place-making in our work.
Since all of the above was accomplished through much trial and error, there will also be plenty of discussion about the failures we’ve encountered along the way.
The Force Behind Star Wars: Turning Design Ideas into RealityStephen Anderson
You’ve got an idea. Maybe it’s a new idea for a web application. Maybe it’s a new product idea you need to push through your organization. The question is: How do you turn an idea into reality?
To answer this question, we’ll look at the making of Star Wars. We’ll look behind the scenes at what it took to get George Lucas’s space fantasy from script to screen. From assembling the right team to navigating the Hollywood corporate studio environment to tapping into powerful universal patterns—this presentation suggests more than a dozen lessons UX designers (and developers!) can all learn from this adventure.
Presence, identity, and attention in social web architectureChristian Crumlish
Slides from a panel of the same name at the IA Summit 2008 in Miami Florida. Other panelists were Gene Smith, Christina Wodtke, Andrew Hinton, and Andrew Crow
I gave this talk at IA Summit in Baltimore in April 2013.
At the start of a project, not only do we not know the answers yet, we don’t even truly know which questions to ask. And yet straight away we’re asked to provide project plans and timelines, to list and describe our deliverables, and to outline the exact steps we intend to take.
So, to avoid the discomfort of not having immediate answers, we map out a methodology for ourselves and apply it to every subsequent project.
But this approach doesn’t serve our clients well. We make decisions too early, and end up solving the wrong problems. We keep going through the motions even when we realise we’re heading down the wrong path, because we don’t want to be seen as inconsistent.
The Architecture of Understanding (World IA Day Chicago Keynote)Stephen Anderson
Keynote for World IA Day, answering the question "When, Where and How does Understanding occur?" Specifically, this talk discussed (1) interactions (and embodiement) (2) how new technology is changing the "information environments" we design for, and (3) a bit about perceptions and cognition.
What Board Games can Teach Us about Designing ExperiencesStephen Anderson
There’s a reason so many board gamers show up UX events. The same skills that make us great information wranglers are the same things that make board games like Catan, Pandemic and yes, even Exploding Kittens so appealing! It should come as no surprise that we’ve seen prominent UX leaders cross over into board game design (Matt Leacock, Dirk Knemeyer).
If we scratch beneath the surface, there’s a set of shared skills (and struggles) common to these different professions. Specifically: the spatial arrangement of information, visual encoding of information, creating designed spaces, a systems view, playtesting / user testing, competing tensions, triggering emotional responses, and many more.
Okay, so what? Sure, it’s kind of neat that we have so much in common. But how might this change what I do at $largecompany? Here’s the honest truth: The game design profession is just a little bit farther down the road than us, and we have a lot to learn from this group if we can look past the superficial differences. We talk about designing for emotions, but let’s face it, game designers are actually winning at this. Processes? We talk about lean and agile, but game designers have mastered playtesting (and the design to playtest ratio should make us embarrassed at how little we actually iterate with users). And there’s plenty more. I’m confident that if we can look our our own profession through the lens of game design, we’ll see plenty of glaring opportunities for improvement, and a few tricks we might pick up, as well.
Design groups the world over are littered with the remains of design process initiatives gone horribly useless. But, unless you are a one man band — and, let’s face it, few of us are — getting a group of designers, developers, and business owners to get a design out the door can feel like herding cats.
What’s a designer to do? Change our framework. Design process is not a technical problem to be solved (like designing a clock) but an living emergent system (like a cloud) to be exposed, evaluated and iterated.
We are going full bore on LeanUX at PayPal. This presentation just captures a lot of cautions for our teams. These anti-patterns call out bad behaviors or situations that can become bad which will stifle collaboration.
6 to 106 in 4 years - The story of the Atlassian Design teamAlastair Simpson
4 years ago Atlassian had 6 designers. Fast forward to today and the design team numbers 106. Building and managing a design team of this size is one thing, integrating it successfully into a traditionally engineering led organisation is another. Alastair Simpson (Head of Design — Confluence) will share how Atlassian has successfully embraced design as a first class discipline and is changing from being an engineering, to an experience led company. At the end of the session, you’ll be armed with a basic playbook for how to manage your team of designers to affect meaningful change within any organisation. Come for the practical tips about how to grow and manage design as you scale, and hear some of the road bumps along the way as we grew from 6 to 106 designers in just 4 years.
For all the attention given to design and UX in recent years, here’s the truth: Most companies are not set up to truly deliver an experience. Consider the rich, nuanced experiences we’ve come to expect from more mature mediums like film or game design. These experiences makes us feel, in deep and profound ways. But pulling this off requires a constant orchestration of things at the systems-level and a laser focus on incredibly fine emotional details. And speaking frankly, things like “feelings” “experiences” and “emotions” — these are intangible things. Businesses are trained to prioritize, quantify, and measure tangible things, that promise a clear payoff. We pit belief–about what will create a great customer experience— against data. Is there a reconciliation between these two mindsets?
In this session on design leadership, speaker Stephen P. Anderson will share his experiences, both as a consultant and as part of an executive team, trying to balance the needs of the business with needs of the customer. He’ll share a model — adapted from game design — that offers to balance theses kinds of “art and science” issues, promising to bring together cross-functional teams and reconcile competing interests. Taking cues from game design, this new model will give you a constructive way to think about everything from designing for emotional needs to tracking key metrics to discerning between “little e” experiences and the “Big E” experience. Walk away with a framework you can use to balance what’s right for the business with what’s right for the customer.
Place in Space (AKA "How to Design A Concept Model")Stephen Anderson
“How do you create a concept model?”
It's a simple question without a simple answer. As wranglers of information, we routinely create visual artifacts to make sense of difficult subjects. Think service blueprints. Site maps. Clusters of sticky notes on walls. Venn diagrams. These are all external representations created to organize our understanding—concept models. And in team settings, these models allow us to communicate and collaborate; master these visual thinking skills and you can effectively frame the conversation. For as long as we’ve organized things into stacks (“my pile, your pile”) or into some continuum (letterforms carved into a clay tablet, sorting kids by height), we’ve used the *spatial* arrangement of things to assign meaning. Consciously or not, we're tapping into a powerful visual language to help us and others understand difficult concepts. But, what is this language we're using? And can it be taught?
In this session, speaker and author Stephen P. Anderson will share the fundamental elements behind every visual representation. Much like there’s a grammar behind the written word, there’s a grammar behind the visual display of information; once understood, you can easily create clear and concise visual representations of thought.
Best of all, this same approach extends into other kinds of external representations, such as custom data visualizations or novel interfaces. And, as we move into a connected world, where information is distributed into the physical environments around us, we can prepare now by having a fundamental vocabulary to describe this arrangement of information.
Whether on the page or screen, or in the physical space around us, understanding how to derive (and convey) meaning through the arrangement of information is and will become an essential skill for anyone designing information.
For all of the hype around “user experience” it often feels like we struggle with what it means to actually craft an experience. We build and ship products that are perfectly fine. We make things that are usable, attractive, responsive, reliable and whatever else has come to be expected. And yet, there’s something missing. Something intangible. It’s not obvious what’s missing, until we contrast our own work against other mediums more established than our own: Film. Game design. Storytelling. Advertising… These mediums know how to make us feel, in deep and profound ways. So how do we do the same? Are there processes we can change, or things we can do to create memorable and meaningful experiences? And who has reached this level of emotional engagement? In this session, Stephen P. Anderson will explore the subtle, but critical ways we can level up our work, bringing a depth and richness to the experiences we shape.
We all enjoy well-designed, well-crafted experiences, but all too often our development processes (Agile, Lean) and organizational cultures seem to pit deadlines and quick iterations against a thoughtful attention to details. Sacrificing quality on the altar of quick is a dangerous mistake, especially as the bar for “good enough” continues to rise in 2015.
We see an ever increasing attention to detail, specifically when it comes the careful use of animation, typography, communications with customers, and creating all-around frictionless experiences. This attention to detail isn’t limited to Apple anymore. Instead, we’re seeing this across industries—companies like Uber, Square, Virgin, and Nest are sweating the details to dominate their competition through design.
So, what does it take for a company to consistently deliver great customer experiences? And what exactly does it mean to be a “design-driven” company?
Speaker Stephen P. Anderson will share his experiences, both as a consultant and now as part of an executive team, trying to balance the needs of the business with needs of the customer. He’ll share the tools and processes he uses to reconcile “getting it done” with “getting it done right,” showing how you can create a culture that values both shipping and quality experiences. He’ll explore what craftsmanship looks like for (mostly) digital experiences, with numerous examples of companies and products that are raising the bar for UX professionals.
This presentation shares the journey I’ve been on, from trying to shape and influence a user’s path, to creating sandbox environments in which people can play and amaze us!
______
Designers are trained to guide users toward predetermined outcomes, but is there a better use of this persuasive psychology? What happens if we focus less on influencing desired behaviors and focus more on designing ‘sandboxes’: open-ended, generative systems? And how might we go about designing these spaces? It’s still “psychology applied to design”, but in a much more challenging and rewarding way!
In this talk, I’ll share the journey I’ve been on, from trying to shape and influence a user’s path, to creating these sandbox environments. You’ll learn why systems such as Twitter, Pinterest, and Minecraft are so maddeningly addictive, and what principles we can use to create similar experiences. We’ll look at education and the work of Maria Montessori, who wrote extensively about how to create learning environments that encourage exploration and discovery. And we’ll look at game design, considering all the varieties of games, especially those carefully designed to encourage play — a marked contrast with progression games designed to move you through a series of ever-increasing challenges, each converging upon the same solution. Finally, we’ll look at web applications, and I’ll share how this thinking might influence your work, from how you respond to new feature requests to how you design for behavior change in a more mature way.
Euro IA Closing Plenary - What I'm Curious About…Stephen Anderson
What are you curious about? What do you want to know more about by this time next year?
Here's my answer to that question (c. 2012) and why I believe Curiosity is core to everything we do as a profession.
For all our accumulated information there's a clear absence of understanding. Are sensemaking tools the next big thing?
(Keynote give at Big Design 12: http://bigdesignevents.com/sessions/to-boldly-go-from-information-to-understanding )
What's Your Perception Strategy? (Why It's NOT All About Content)Stephen Anderson
If we focus too much on content, we ignore what we know about how our associative brain comes to makes sense new information. Think about how many people respond before reading past the first sentence of an email, or how a magazine article doesn't get the same reaction when displayed in HTML. Or consider how knowing the author of a publication influences your judgement of that content.
Picking up from the session Stephen P. Anderson gave last year on "The Stories We Construct" (a biological look at the narratives that influence behavior), this session focuses on how we come to perceive—and respond to— information. From phantom limbs to magicians fooling our senses, Stephen proposes a model that makes sense of how we truly experience information. Practical? You'll leave with a deep understanding of everything UX is about and an awareness of common practices that don't account for this knowledge.
How are stories constructed? // The things we buy, the decisions we make, how we spend our time— stories govern all these actions. But how are these stories constructed? Specifically, what have we learned about how our brains make sense of and integrate new information?
How do you extend a product vision statement such that it remains aspirational but is specific enough to clarify intention and make difficult decisions easy? Enter "Design Tenets"
To be good user experience folks, we need to crack open some psych 101 textbooks, learn what motivates people and then bake these ideas into our designs.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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Skye Residences | Extended Stay Residences Near Toronto Airport
Stop Doing What Youre Told
1. The title of this presentation is
Stop Doing
What You’re Told!
which, if you think about it for too long, is a rather
odd and difficult imperative statement, as complying
with this command would also place you in
violation of this command…
This presentation has been lovingly crafted by
S T E P H E N P. A N D E R S O N and will begin in
a few moments. Tweeting? Please use #whywhy
and/or #ias13 hashtag. Comments and questions
may alse be directed to @stephenanderson. Enjoy!
5. A C T I V I T Y
You have 2 minutes.
Design a vase.
(example from Marc Rettig)
6. A C T I V I T Y
You have 2 minutes.
Design a vase.
Design a better way
for people to enjoy
flowers in their home.
(example from Marc Rettig)
7. “ Always the beautiful answer who
asks a more beautiful question.”
–E.E. CUMMINGS
8. A ROUGH DESIGN MATURITY CONTINUUM
DESIGN AS Design redefines the challenges facing the
organization.
FRAMING Framing sets the agenda, outlines the
boundaries and axes of interest, and moves
design from executing strategy to shaping
strategy. Disruptive innovation lives here.
Design finds new opportunities by solving
existing problems.
PROBLEM ?
Design process generates alternatives within
a problem space. Design also narrows down
SOLVING those options to a specific solution.
Design makes things work better.
FUNCTION This is the classic practice of design - but it's
still commonly limited to incremental
+ improvements through iteration over existing
AND FORM
solutions.
Design is the gateway to be hip and cool.
STYLE , Design is stylish, but too often is percieved
and practiced as a cosmetic afterthought.
Design value isn't recognized.
NO CONSCIOUS
DESIGN ? This attitude fosters design by default -
however things come out is fine, because
there are more important issues to deal with.
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )
9. A ROUGH DESIGN MATURITY CONTINUUM
DESIGN AS Design redefines the challenges facing the
organization.
FRAMING Framing sets the agenda, outlines the
boundaries and axes of interest, and moves
design from executing strategy to shaping
strategy. Disruptive innovation lives here.
Design finds new opportunities by solving
existing problems.
PROBLEM ?
Design process generates alternatives within
a problem space. Design also narrows down
SOLVING those options to a specific solution.
Design makes things work better.
FUNCTION This is the classic practice of design - but it's
still commonly limited to incremental
+ improvements through iteration over existing
AND FORM
solutions.
Design is the gateway to be hip and cool.
STYLE , Design is stylish, but too often is percieved
and practiced as a cosmetic afterthought.
Design value isn't recognized.
NO CONSCIOUS
DESIGN ? This attitude fosters design by default -
however things come out is fine, because
there are more important issues to deal with.
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )
10. What I’m not talking about
(though relevant and important!) Frames, Metaphors,
Language (a la Lakoff),
Linguistic Relativity
Cynefin Framework
Tame, Complex,
Wicked and Super-
Wicked Problems
Systems
Chaotic, Complex, Complex and Thinking
Simple Problems
Known vs Unknown Problems
4 Types of Problem Adjacent
According to Drucker, there’s four types of problems:
Problems
1. Truly Generic (individual occurrence is a symptom;
Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution
3. Truly exceptional, truly unique
4. Early manifestation of a new generic problem
11. What I’m not talking about
(though relevant and important!) Frames, Metaphors,
Language (a la Lakoff),
Linguistic Relativity
Cynefin Framework
Tame, Complex,
Wicked and Super-
Wicked Problems
Systems
Chaotic, Complex, Complex and Thinking
Simple Problems
Known vs Unknown Problems
4 Types of Problem Adjacent
According to Drucker, there’s four types of problems:
Problems
1. Truly Generic (individual occurrence is a symptom;
Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution
3. Truly exceptional, truly unique
4. Early manifestation of a new generic problem
Unicorns!
14. Build a tricycle (SILLY REQUEST)
with wings!
*
B
What color
do you
want it?
15. Build a tricycle (SILLY REQUEST)
with wings!
*
B
B
What color
do you
want it?
We can try
out some
HTML5-coated
titanium!
16. Build a tricycle (SILLY REQUEST)
with wings!
*
B b
We can try Stop.
out some Why is this
HTML5-coated valuable? And
titanium! for whom?
B
What color
do you
want it?
17. Build a tricycle (SILLY REQUEST)
with wings!
*
B b
We can try Stop.
out some Why is this
HTML5-coated valuable? And
titanium! for whom?
B
What color
do you
want it?
20. write some case
studies to show
how our customers We need a health
love us! game to help employees
meet wellness goals
Is this the real problem, or are we…
“Anchoring”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions
21. Product or Task Focused Experience Focused.
Design a vase. Design a better way
for people to enjoy
flowers in their home.
22. Product or Task Focused Experience Focused.
Design a better search Design a better way to learn
engine results page. about [topic]
24. Product or Task Focused Experience Focused.
Calculator Calcbot Soulver
25. If we’re thinking of [designing] a lunchbox we’d
be rea&y careful about not having the word “box”
already give you a bunch of ideas that could be
quite narrow. Because you think of a box as being
square and like a cube. And so we’re quite careful
with the words we use, because those can
determine the path you go down.
— S I R J O N AT H A N I V E O N “ B L U E P E T E R ”
26. We need a new Drupal
CMS to make it easier for
our team to edit pages.
Our company needs a
Sharepoint installation.
Is this the real problem, or are we…
“Solutioneering”
Framing the problem in terms of a technology purchase
when the issues may not be technical
27. We need our new site
to be able to do this,
this and this.
Is this the real problem, or are we…
“Wishlisting”
Framing a problem as a set of desired features
28.
29. We're going to be
the iTunes of health This will be the
insurance! Angry Birds of online
shopping!
Is this the real problem, or are we…
Y “Buzzwording”
Likening the solution to some other popular product or
service
30. Friendster + Tribe
A tool for students to log into
+ Craigslist
the computer lab, but also a way
for teachers to sift through
student data
YouTube meets
Craigslist
Is this the real problem, or are we…
“Frankensteining”
Framing the problem as a blend of things (that may or
may not mix)
31.
32.
33. iTunes
+ iPhoto
+ YouTube
+ Facebook
+ Cloud Storage
Is this the real problem, or are we…
“Boiling the Ocean”
Framing the problem as a HUGE blend of things that
are most certainly not acheivable out of the gate!
Eva-Lotta Lamm drew this!
34. We need more customer
support folks to answer all
these incoming calls.
Is this the real problem, or are we…
“Treating a Symptom”
Reacting to urgent problems rather than seeking the
reason for that problem
35. We need more customer
support folks to answer all
these incoming calls. Why are you
gettting so many calls?
How can we improve the
product to reduce the
Is this the real problem, or are we…
number of incoming
“Treating a Symptom” calls?
Reacting to urgent problems rather than seeking the
reason for that problem
36. Our customers don’t
know how to use [x].
Let’s give them more
training... or add more
instructional text.
Or maybe a ‘tooltip’ to
explain what to do.
40. The problem of getting a kid to learn to ride a bike… Two solutions:
training wheels pushbike
The engineer looks at the problem and says "Oh, Timmy falls down. The designer looks at the problem and says: "What if Timmy keeps
We can fix that:" falling down because he isn't learning to balance, in turn because
we're giving him too many things to learn at once? What if we take
something away?"
http://doriantaylor.com/teaching-timmy-to-ride
41. We must fix this now! I’ve got
several customers complaing
about our new changes
Is this the real problem, or are we…
“Amplifying the Feedback”
Allowing the complaints (or praise) of a few people to
drive decisions, even when statistically invalid
42. We’ve tried that
Our technology doesn't before
allow us to do that The Senior VP will
never go for that
Is this the real problem, or are we…
“Hamstringing”
Artificially constraining the problem with assumptions
(usually tech, user or political)
43. We’ve tried that
Our technology doesn't before
allow us to do that The Senior VP will
never go for that
“John selects a nearby fishing
spots on the map”
“John needs a way to discoor r a we…
Is this the real problem, ve are
great new fishing spot”
“Hamstringing”
Artificially constraining the problem with assumptions
(usually tech, user or political)
44. We need a
Facebook page!
We need a blog
Is this the real problem, or are we…
“Bandwagoning”
Framing the problem as something important to do
because everyone else it doing that thing
45. Book a hotel
Is this the real problem, or are we…
“Narrowing the problem”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions
46. Book a hotel User needs to compare pr
icing.
which sellers will give me
the products I want with
the
best contract offer?
Is this the real problem, or are we…
“Narrowing the problem”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions
47. We need a new
homepage to promote
our featured deals. Users will complete brief
conversation surveys that will
help us measure program impact
Is this the real problem, or are we…
“Pacifying [insert name]”
Problem is framed entirely in terms of one group's
priorities (typically the business)
48. User will book a
hotel w/ Expedia People will educate their
families, friends about our
life saving product
Is this the real problem, or are we…
“Being Presumptuous”
Presuming users will do some implausible activity.
49. Is this the real problem, or are we…
“Overlooking the Obvious”
Problem as presented is missing a vital piece of
information or based on a flawed assumption
59. [Insert whatever you like -
the HiPPO* asked for it…]
Is this the real problem, or are we…
“Ego Stroking”
Problem exists because it's important to the HiPPO
*Highest Paid Person’s Opinion
60. Like AirBNB, but with
this missing feature
Is this the real problem, or are we…
“Flavoring”
Framing the problem as an existing product + “missing”
features.
*credit goes to Matthew Milan for this one!
61. "Don't spend too
much time on this"
M.V.P.*
Is this the real problem, or are we…
“Satisficing”
Aims for a "good enough" solution that avoids the risk
and costs associated with identifying and responding to
the root problem
*as practiced!
62. Just copy Amazon
Is this the real problem, or are we…
“Following the Leader”
Framing the problem as having been already been
solved by someone else
63. We're building THE
Community for parents of ALREADY EXISTS!
Type I diabetics
Is this the real problem, or are we…
“Supsending Reality”
Believing the problem has not been solved already.
64. This UI looks great while we
only have a few options, but we’ll
have hundreds in a few years!
We need to design for both…
Is this the real problem, or are we…
“Future Proofing”
Solving for a problem that doesn’t exist yet
65. Anchoring Narrowing the problem
Solutioneering Pacifying [insert name or role]
Wishlisting Being Presumptuous
Buzzwording Overlooking the Obvious
Frankensteining Ego Stroking
Boiling the Ocean Flavoring
Treating a Symptom Satisficing
Amplifying the Feedback Following the Leader
Hamstringing Supsending Reality
Bandwagoning Future Proofing
Please add to, edit, and improve this list:
http://bit.ly/badproblems
70. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
71. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
72. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
73. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
74. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
75. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
Y =
76. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
77. 1 Ignore requirements (and user stories)
for clarity (why? why? why?)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
78. 1 Ignore requirements (and user stories)
for clarity (why? why? why?)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
My wallpaper is peeling off–
5 Separate Real from Perceived Constraints
how do I get the wallpaper to
6 Step back, look for complementary projects… and people!
stay on the wall?
7 Rinse & repeat. Learn along the way.
Why is it falling off the wall?
The wall is wet
Why is the wall is wet?
The wall is wet because there’s a
leak in the attic.
Why is there a leak in the attic?
79. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
Who needs what by when?
7 Rinse & repeat. Learn along the way.
Focuses on Desired Outcomes
Why do they want it?
Shifts the conversation to Experiences
What are their conditions of
Desired Creates a Generative Thinking Space
satisfaction?
Outcome(s) Focuses on Value
How will we measure success?
Worksheet Encourages Objective Feedback
If Who = user
What Needs and Insights are driving this request?
80. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
Who needs what by when?
7 Rinse & repeat. Learn along the way.
Why do they want it?
What are their conditions of
Desired satisfaction?
Outcome(s) How will we measure success?
Worksheet If Who = user
What Needs and Insights are driving this request?
81. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
A teenage girl with a bl
6 Step back, look for complementary projects… and people!ak e
oneeds what by to fe
Who utlook needswhen?el more
7 Rinse & repeat. Learn along the way.
s do ally acc p
Why ocithey wanteit?ted when eating
healttheir ood, because in
sWhat are hy f conditions of
A teenag e girl need hood a social risk is mo
her
Desiredous food dange
iti satisfaction? re
more nutr rous tha
re will we measure success? n a health risk
Outcome(s)ins a How
ause vitam
bec
Worksheet ealth If Who = user
to good h
vital
What Needs and Insights are driving this request?
*example from Stanford D. School
82. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
conflicting desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
User Goals
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
the
Sweet
Spot!
Desired
Outcome(s)
Business Goals
83. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
conflicting desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
User Goals
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
the
Sweet
Spot!
Desired
Outcome(s)
Business Goals
84. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
85. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired
Outcome(s)
CONSTRAINT
86. Separate Real from Perceived Constraints
You can pry the greenscreen
out of my cold, dead hands
87. Separate Real from Perceived Constraints
Our technology stack doesn’t
let us do that…
The CEO will never go for
that
We’ve already tried
something like that
88. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired
Outcome(s)
CONSTRAINT
89. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired Desired
CONSTRAINT
CONSTRAINT
Outcome(s) Outcome(s)
CONSTRAINT
90. Project A
Project B
Project A
Project B
Project C
92. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
93. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
94. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
repeat. Learn along the way.
7 Rinse & repeat. Learn along the way.
95. Stop.
Why are we
doing this? What
is the Desired
Outcome?