people, not process (for ux romandie meets comem+)

hashtag: #uxrmc

hashtag: #uxrmcWe are a group who meets every month to discuss and practice UXDwe have 2 objectives. * Increase the awareness of User Experience design in Switzerland, and * Improve our own expertise

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PEOPLE, NOT PROCESS

IAN FENN

People, not processIan Fenn

Twitter : @ifenn

MOST FREQUENT REASON USABILITY ISSUES GO UNFIXED.

http://www.slideshare.net/cjforms/why-do-usability-problems-go-unfixed-13865768

Two friends of mine, Caroline Jarrett and Steve Krug, did a survey and talk last year that examined why usability issues go unfixed. The most popular answer they received in their survey is at the top - the issue conflicted with a decision maker’s belief or opinion.



The fact is that we talk a lot about process and tools in the UX community. Agile vs. waterfall. Personas. Scenarios. User journeys. What we rarely talk about is dealing with people, yet it’s clearly central to our success. After all, the best design in the world means nothing unless it’s implemented.

Communication and influence are just as important as a

well-thought out prototype.

I think the first thing we need to do is to communicate what it is we actually do. I have a story which illustrates my point.

2012

Last year I was at Silicon Milkroundabout... a jobs and recruitment fair for UX people in London. I was helping my client find UX designers when a potential candidate came up to the stand. “Are you interested in a UX ROLE?” I asked.

“YES,” she said.

“What experience do you have?” I asked.

“C, C#, C++, and visual basic”

Nobody really knows what we do. Now, anyone who follows me on twitter knows that I do not like designing the damn thing. Every time the Americans get wound up on this, I’m there with my pitchfork.

A designer solves problems within

a set of constraints.

Mike Monteiro

But here’s one of the best definitions I’ve found - from Mike Monteiro of Mule Design. However, I thought it was incomplete.

A designer solves problems they often have to help identify within a set of ever-changing constraints.

Ian Fenn

Here’s my updated version, indicating that we often have to help identify the problem we solve within a set of ever-changing constraints. Hang on, there’s something missing.

A designer solves problems they often have to help identify within a set of ever-changing constraints. Without authority.

Ian Fenn

Yes, that’s better. As indicated by Caroline and Steve’s survey earlier on, we rarely have the final word on the design implemented. Let’s unpick that.

THE EXPECTATIONS PYRAMIDSucceeding the Project Management Jungle (Doug Russell)

http://www.amazon.com/Succeeding-Project-Management-Jungle-Projects/dp/0814416152/

While we designers like to think of ourselves as advocating for end users, we’re ultimately responsible for helping our employers or clients achieve certain organizational goals. Put another way, we have to meet management, team and customer expectations too. Let’s take a look at a typical project - it’s said they have six phases...





๏ enthusiasm

๏ total confusion

๏ disillusionment

๏ search for the guilty

๏ punishment of the innocent

๏ reward and promotion of the non-participants

THE SIX PROJECT PHASES

Unfortunately for us,we care

Unfortunately, we’re not very good at being non-participants. So, what do we do? Well, our plan of action must start before we even arrive.

You got hired. Why?

When you start on a new project, quickly identify why you are there. Are you there to design the best possible solution? Are you damage limitation? Or just someone to blame?

ARRIVE ARMED WITH KNOWLEDGE

๏ Read the usual suspects - Jared Spool, Jakob Nielsen, Johnny Holland, Boxes and arrows, UX magazine...

๏ Familiarize yourself with the high traffic websites that people visit - how are they shaping user behaviour?

๏ Question everything around you. Why are things the way they are?

๏ Is there a formal project brief? If so, ask for a copy in advance. Print it off. Scribble questions on it.

Arrive armed with knowledge, both specific and general. In the UK, the BBC, Google, Facebook, and Amazon influence user behaviour and expectations, so be aware of what they’re doing. Read - and observe - as much as you can.

Be dressed for success.

http://www.flickr.com/photos/littlebitmanky/424680015/

Arrive dressed for success. Consider the dress code of the organisation. Look just that little bit smarter. Stand tall. If you wear spectacles occasionally, wear them more often. People will think you’re smart. At least, that’s what research in the UK and USA reveals.



Meeting the project sponsor

I mentioned that nobody really knows what we do. Chances are your project sponsor knows they have a problem and they hope you can help. Get the project sponsor’s view of the project. How do you do that? Here’s something I found useful...

I keep six honest serving-men(They taught me all I knew);Their names are What and

Why and WhenAnd How and Where and

Who.

- Rudyard Kipling in his "Just So Stories" (1902)

The five Ws as it’s known is a long-established journalistic technique to get the full story... Here’s how I apply it with projects...

๏ Why are we doing this? (Business needs)

๏ What do the users need? (User needs)

๏ Where do they want it? (Environment/Device)

๏ Who is doing it? (Team)

๏ When do we have to get it done by? (Time available)

๏ How will we measure success?

Ask your sponsor these questions. Write them into a checklist or form... write your own mini brief... If you already have a brief, validate it.

MORE QUESTIONS

๏ What do they expect?

๏ What’s in it for them?

๏ What challenges do they face?

๏ How will they know the project has been successful?

๏ Who else should you meet?

Also ask the project sponsor more informal, personal but important questions... Your aim is to encourage open discussion that digs into the company culture as much as it does the project itself.

JIM KALBACH’S PROJECT CANVAS

http://uxtogo.wordpress.com/2012/05/25/the-project-canvas-defining-your-project-visually/

A tool you may wish to look at is the project canvas, created by Jim Kalbach, and available from uxtogo.wordpress.com. It captures participants, goals, users, user benefits, activities, deliverables, risks, milestones, constraints, and scope - everything you need to know.

Meeting team members

Next, meet the team members. I prefer to do this on an individual basis. It’s normally where the fun begins.

http://bit.ly/war-developers

You may have seen this from August 2011. Developers see project managers as people in suits who do nothing... Project managers see developers as factory workers... Designers see project managers as demolition experts... Project managers see designers as painters. Project managers see themselves as big important men in suits running the show, developers see themselves as scientists who are changing the world, and designers see themselves as pure makers of beauty. Developers see designers as babies with a paintbrush and designers see developers as fat guys tinkering with white boxes. As UX designers, it’s important we step above this… and really understand our fellow team members.



MEET TEAM MEMBERS

๏ What’s their history?

๏ How do they work?

๏ What has been useful in the past?

๏ What has annoyed them?

๏ What are their expectations?

๏ How do they like to communicate?

How do they want to be involved? What form of documentation do they need? Analyse the love each person requires. Establish trust. Here’s some specific advice on job roles...

PRODUCT MANAGERS

๏ Some are ux-focused, others are business or technical

๏ None of them will be short of an opinion

๏ Support your work with evidence where you can

๏ Share it often

Product managers should know about the business case, the mandate for the product or service, and customer characteristics.

PROJECT MANAGERS

๏ Treat as you would a project sponsor

๏ Be honest about timings and try to stick with them

๏ Keep them informed

๏ Ask them to coordinate feedback

Project managers can be your best friend - they’re there to support you, not just to constantly rework a gantt chart.

DEVELOPERS AND DESIGNERS

๏ Involve them early on

๏ Share your work or collaborate often

๏ Understand their constraints

Developers should know any system or development constraints. Designers will understand what the brand means and how it’s evolving. They’ll know where brand guidelines can be bent. Is it really this simple?

NO.

I’m sure you’re familiar with the USA comedian Bill Cosby. I’m equally sure you’ve also had days like this, where communication just seems, well, difficult.

Bill Cosby hosting the quiz game ‘You bet your life’. The fact of the matter is that communicating and managing human relationships is hard. Luckily, we have research to draw on.

Personal styles and effective performance

David W. Merrill

In 1981, psychologist David W. Merrill published this book, which describes a social style model that has been used as the basis of most books on communication, influence and persuasion ever since.

DriverAnalytical

ExpressiveAmiable

More

More

Less

Less More

Merrill’s model, which is now 50 years old, says that there are four basic human social styles... The driver - Fast, intense, formal, risk-taker, likes to be in charge. Expressive - Animated, impatient, creative, focus of attention, funny, back-slapper. Amiable - Slow, easy-going, quiet, friendly and inviting, forgiving. Analytical - Slow, quiet thoughtful, prefers to be on their own - In short, this model suggests that three quarters of the population have a behavioural style different to yours... no wonder working together isn’t easy. It’s important to say though - that no social style is better than the other...

DRIVER(FAST, INTENSE, FORMAL, RISK-TAKER, LIKES TO BE IN CHARGE)

๏ Focus on the present

๏ Get to the bottom line

๏ Speak in terms of short-term concrete results

๏ Give them options

๏ Don’t get too personal

๏ Don’t get into a control contest

๏ However, don’t back down if you believe you are right

http://www.softed.com/resources/Docs/SSW0.4.pdf

So, what should you do when you meet someone with a different social style... Let’s look at Drivers first.. Remember: Drivers are fast, intense, and formal. They’re risk-takers and like to be in charge.... So... Focus...

http://alextoul.posterous.com/the-war-between-developers-designers-project


EXPRESSIVE(ANIMATED, IMPATIENT, CREATIVE, FOCUS OF ATTENTION, FUNNY, BACK-SLAPPER)

๏ Focus on the future and the big picture

๏ Illustrate concepts with stories

๏ Seek their ideas, input

๏ Show personal interest and involvement

๏ Stimulate their creative impulse

๏ Compliment them

๏ Don’t dwell on details

๏ Don’t be too serious

๏ Don’t talk down to them


With Expressives… those animated, impatient, creative, focus of attention, funny, back-slapping people… you’ll want to...



AMIABLE(SLOW, EASY-GOING, QUIET, FRIENDLY AND INVITING, FORGIVING)

๏ Be flexible

๏ Be easy and informal

๏ Be personal and personable

๏ Emphasize a team approach

๏ Don’t push for too much detail

๏ Don’t hurry them

๏ Don’t confront them

๏ Don’t attack

๏ Don’t be dictatorial or autocratic


Ah. The Amiable. Slow, easy-going, quiet, friendly and inviting, forgiving...



ANALYTICAL(SLOW, QUIET THOUGHTFUL, PREFERS TO BE ON THEIR OWN)

๏ Focus on past, present and future

๏ Talk facts

๏ Focus on detail and accuracy

๏ Be logical, well-organized, and serious

๏ Tell them exactly what you will do and when

๏ Don’t rush things

๏ Don’t be too personal

๏ Don’t be overly casual


Last but not least, the analytical. Slow, quiet and thoughtful, prefers to be on their own. [Pause]



CLIFFORD NASS

This is another academic, Clifford Nass. He’s a professor at Stanford, the renowned USA university. I think we can say he’s one of us, working in Human-Computer-Interaction. However, what Clifford has done is to produce guidelines for effective human relationships by researching how we interact with computers. You heard me right. We can learn how to work better with other humans by looking at how humans work with computers. It seems for social science experiments, the computer is the perfect confederate. Here’s Clifford Nass.

So - the point is that humans treat computers and other devices like people: we empathize with them, argue with them, and form bonds with them. We even lie to them in order to protect their feelings. For an insight into Clifford’s methodology, here’s how he investigated whether modesty and self-criticism was a good idea.

So, it seems you can be considered intelligent, but unfriendly or friendly but dumb - but not both. More seriously, modesty might win you friends, but will also be believed, so only criticise yourself when it is accurate and constructive to do so. Here are some of the other guidelines that Clifford’s research has unearthed...

PRAISE

๏ Praise others freely, frequently, and at any time, regardless of accuracy.

๏ Emphasize effort over innate abilities.

The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)

Praise others (but not yourself) freely, frequently, and at any time, regardless of accuracy. Emphasize effort over innate abilities. In other words, praise for taking initiative, completing a difficult task, learning new skills, and acting on criticism. This is growth-minded feedback, and it encourages people to grow and advance.



CRITICISM

๏ Criticise others with caution, keeping it brief and specific, and always with clear follow-up actions

๏ Present ways to improve and resolve the criticism, and emphasize the importance of effort for success.

๏ Afterward, give people time to respond when they are ready.


Focus on what needs to happen... the steps required to make things right. Don’t place emphasis on the criticism.



MIXING PRAISE WITH CRITICISM

๏ Broad praise

๏ Brief criticism focused on specific steps toward improvement - go deep, not broad

๏ Lengthy and detailed positive remarks


Avoid the so-called criticism sandwich: Specific negative comments sandwiched between specific positive comments and an overarching positive remark. The idea is that you make the criticism palatable by bracketing the negative remarks with positive ones. It doesn’t work. People think hard about the criticism and forget the rest. Instead, try this. (Give someone specific steps.)



PERSUASION

๏ Your persuasiveness comes down to whether people perceive you as an expert and trustworthy

๏ Being labeled an ‘expert’ or a ‘specialist’ grant you all the persuasive power that actual experts have.

๏ Trustworthiness is generally more persuasive that expertise.

๏ Inconsistency makes you less persuasive.The Man Who Lies to His Laptop (Clifford Nass with Corina Yen)

Your persuasiveness comes down to whether people perceive you as an expert (are you worth listening to) and trustworthy (should you be listened to). Being labeled an ‘expert’ or a ‘specialist’ grant you all the persuasive power that actual experts have.



Body language

Of course, one thing that computer’s don’t have to worry about is body language... Here’s a clip from the current series of The Big Bang Theory. To set the scene, Sheldon is recording his web hit ‘Fun with Flags’.

I think we all know the basics of body language: Smile!, Look interested and attentive, and avoid intense, dominant eye contact. But have you considered micro-inequities? Here’s Micro Messaging author Stephen Young in interview with Canadian television.

Micro message and avoiding Micro inequities may seem challenging, but Stephen says ten simple guidelines will set you on the road to success...

MICRO MESSAGING

๏ Actively solicit opinions

๏ Connect on a personal level

๏ Constantly ask questions

๏ Attribute/credit ideas

๏ Monitor your facial expressions

MICRO MESSAGING

๏ Actively listen to all

๏ Draw in participation

๏ Monitor personal greetings

๏ Respond constructively to disagreements

๏ Limit interruptions

Micro Messaging (Stephen Young)



USEFUL PHRASES๏ ...... (Silence: Beg for forgiveness, not for permission.)

๏ “Do you mind me asking - are you looking for solutions or do you just want to get things off your chest?”

๏ “Which of the solutions you mentioned would you choose?”

๏ “If we were going to meet the delivery date, how could we make that happen?”

๏ “How could we find out...”

Stephen mentioned active listening and asking questions. Whoever you’re working with, here are some useful, constructive, phrases... Pop them at the back of your Moleskine.

EVEN MORE USEFUL PHRASES

๏ “What we might do is...”

๏ “We could do...”

๏ “Would you...”

๏ “I appreciate it when you...”

๏ “I agree with some of what you’re saying, but here’s what I would like to see changed...”

And here are some others, from Dale Carnegie of ‘How to win friends and influence people” fame. [Pause]

Dealing with Difficult People

Dr. Rick Brinkman and Dr. Rick Kirschner

As I mentioned earlier, Merrill’s model has formed the basis of many a book since it’s publication. Here’s one that UX practitioners may find useful.

Dealing with people you can’t standDr. Rick Brinkman and Dr. Rick

Kirschner

It’s a shorter version of this title, now on its third expanded edition.

Task focus

Relationship focus

Passive Aggressive

According to the two authors, the secret of dealing with difficult people is understanding their disposition (passive - aggressive) and motivation (task - relationship).

Task focus

Relationship focus

Passive Aggressive

TankWhiner

Think they know it allYes person

In the centre is the ‘normal zone’. At the edges of the graph are extreme types who can be difficult to get along with.

Task focus

Relationship focus

Passive Aggressive

TankWhiner

Think they know it allYes person

What I find normal and acceptable will be different from what you find normal and acceptable. Everyone is someone’s difficult person. Brinkman and Kirschner say we need to tune our behaviour and responses to get the best out of conflicts.

Task focus

Relationship focus

Passive Aggressive

Get it doneGet it right

Get appreciatedGet along

Brinkman and Kirschner say the secret to that is understanding the intention that drives those personality types. Sometimes, however, people aren’t being difficult, just, well, foreign.

CULTURAL ISSUES: UK๏ Beware the USA sitcom stereotype

๏ Humor is regarded as one of the most effective weapons in a British citizen’s arsenal

๏ Brits will agree where possible, but qualify their agreement

๏ When you wish to criticize, disagree or even praise, do it obliquely (using understatement or coded speech)

When Cultures Collide: Leading across cultures (Richard D. Lewis)

Watch for the cues and delve deeper.



CULTURAL ISSUES: USA

๏ Americans are blunt, forthright and direct

๏ They’ll have difficulty if you don’t ‘put your cards on the table’

๏ Negotiating is considered to be give and take

๏ They feel they’re the best - so their norms are assumed to be the only correct ones


They generally don’t want to hear a sales pitch. Appear straightforward, honest but quite tough. Relative quietness will eventually reap dividends.



CULTURAL ISSUES: FRANCE

๏ Logic will dominate their arguments and lead to an extensive analysis of all matters

๏ Opinionated, they nonetheless play their cards close to their chest and build up to them

๏ They can be suspicious of early friendliness

๏ They may defer decisions away from a meeting


Stick to logic at all times. Remember they would rather be right than popular. Even when they raise their voice and gesticulate when excited, they rarely abandon rationality.



CULTURAL ISSUES: JAPAN

๏ Face must not be lost and politeness must be maintained at all times

๏ Their reluctance to say no is well-known

๏ Decisions will eventually be made by consensus

๏ They are cautious, skilled in stalling tactics and won’t be rushed


Be very polite at all times. Flatter them a lot. If you need information, repeatedly ask... and allow more time. Remember that anything you say will be taken literally, such as ‘This is killing me.’



CULTURAL ISSUES: CHINA

๏ Politeness is observed at all times. Confrontation and loss of face (for both parties) must be avoided

๏ Meetings are principally for information gathering - the real decisions will be made elsewhere

๏ A collective spirit prevails - nobody says ‘I’, only ‘We’.

๏ They will work step by step in an unhurried mannerWhen Cultures Collide: Leading across cultures (Richard D. Lewis)

The Chinese will be concerned about humiliation. Meet individually and phrase questions carefully. Avoid anger or appearing upset. Learn to read between the lines and don’t be surprised if arguments go around in circles.



CULTURAL ISSUES: INDIA

๏ Indians emanate and expect warmth and respect

๏ Do not risk joking with them

๏ Be flexible

๏ Accept chaos and ambiguity


Don’t talk down to them; show sensitivity and understanding. Develop a tolerance for ambiguity... Check their own understanding... and check in with them regularly...



SHOW YOUR HRT (HEART)

๏ Humility - you are not center of the universe

๏ Respect - you genuinely care about others you work with

๏ Trust - you believe others are competent and will do the right thing

Team Geek (Brian W. Fitzpatrick, Ben Collins-Sussman)http://shop.oreilly.com/product/0636920018025.do

If I have a message, it’s that we should constantly recognise that software development is a team sport - and to make the most of the team, we need emotional intelligence. ‘Team Geek’ authors Brian W. Fitzpatrick and Ben Collins-Sussman argue that ‘Almost every social conflict can ultimately be traced back to a lack of humility, respect, or trust.’ So, show your HRT (or Heart)

http://shop.oreilly.com/product/0636920018025.do#tab_04

http://shop.oreilly.com/product/0636920018025.do#tab_04

http://shop.oreilly.com/product/0636920018025.do

http://shop.oreilly.com/product/0636920018025.do

Staying sane

๏ What am I feeling now?

๏ What am I thinking now?

๏ What am I doing at this moment?

๏ How am I breathing?

Philippa Perry, author of How to Stay Sane, recommends this simple emotional intelligence exercise as the route to sanity... Of course, things don’t always go well. On those days, remember the first rule of consulting.

First Rule of Consulting: No matter how much you try, you can’t stop people from sticking beans up their nose.

Jared Spool - http://www.uie.com/brainsparks/

You might also want to adopt the approach of UK stand-up comedian Sarah Millican...

http://sarahmillican.blogspot.com/2012/08/the-11-o-clock-rule.html

Millican’s Law“This is Millican's Law. If you have a hard gig, quiet, a death, a struggle, whatever, you can only be mad and frustrated and gutted until 11am the next day. Then you must draw a line under it and forget about it. As going into the next gig thinking you are shit will mean you will die.”

“Equally, if you nail it, slam it, destroy it, whatever, you can only be smug about it until 11am the next day (in the past, I have set an alarm so I could get up and gloat for an extra half hour) as if you go into the next gig thinking you are God's gift to comedy, you will die. That is Millican's Law and it totally works. It means you move on quickly.”

After listening to me talk, you may be asking whether all this hard work is worth it. That’s a personal question with a personal answer. My own view is best summed up by a recent documentary film... not about a UX designer, but about an 85-year-old sushi chef. The film is Jiro Dreams of Sushi.



JIRO DREAMS OF SUSHI

It’s a wonderful film. Do watch it.

Merci......and good luck

Twitter : @ifenn

Appendix: Communication style questionnaire

A PERSONAL ASSESSMENT - 1.

Please write down A or B, then C or D.

a. More likely to lean back when stating opinionsb. More likely to be erect or lean forward when stating opinions

c. Less use of hands when talkingd. More use of hands when talking

Source: People styles at work and beyond, Robert Bolton & Dorothy Grover Bolton (AMACOM)

Here’s the first statement... If you’re more likely to lean back when stating opinions, write down A. If you’re more likely to be erect or lean forward when stating opinions, write B. Choose one or the other. Next, if you use your hands less when talking, write C. If you user your hands more when talking, write D. You should have two letters, one from each pair, AC, AD, BC, or BD.



a. Demonstrates less energyb. Demonstrates more energy

c. More controlled body movementd. More flowing body movement




a. Less forceful gesturesb. More forceful gestures

c. Less facial expressivenessd. More facial expressiveness


A PERSONAL ASSESSMENT - 4.Please write down A or B, then C or D.

a. Softer voiceb. Louder voice

c. Appears more seriousd. Appears more fun-loving



a. More likely to ask questionsb. More likely to make statements

c. Less inflection in voiced. More inflection in voice



a. Less apt to exert pressure for actionb. More apt to exert pressure for action

c. Less apt to show feelingsd. More apt to show feelings




a. More tentative when expressing opinionsb. Less tentative when expressing opinions

c. More task-orientated conversationsd. More people-orientated conversations




a. Slower to resolve problem situationsb. Quicker to resolve problem situations

c. More orientated toward fact and logicd. More orientated toward feelings and opinions




a. Slower-pacedb. Faster-paced

c. Less likely to use small talk or tell anecdotesd. More likely to use small talk or tell anecdotes


A PERSONAL ASSESSMENT

Please individually total the number of A’s you wrote down, the number of B’s, the number of C’s... well, you get the idea...


You should have a number of As written down, a number of Bs, and so. Please individually total them. How many As do you have? Bs? Cs? Ds?

AH, THE ASSESSMENT

Which out of A or B has the higher count?

a: less assertiveb: more assertive

Which out of C or D has the higher count?

c: less responsived: more responsive


So now you know why we did the assessment. It’ll hopefully reveal the style you believe others perceive.

AH, THE QUESTIONNAIREHOW DO YOU THINK OTHERS PERCEIVE YOU?


๏ less assertive (a) and less responsive (c): analytical

๏ more assertive (b) and less responsive (c): driver

๏ less assertive (a) and more responsive (d): amiable

๏ more assertive (b) and more responsive (d): expressive

So, if you have more As than Bs and more Cs than Ds, you’re an Analytical in this model. What’s the point of all this? Well, understanding your model and allowing the social style of others should lead to good relationships.

people, not process (for ux romandie meets comem+)

Design

robert bolton

dorothy grover

designer solves

social style

clifford nass

project managers

body language

millicans