[A] focus on information processing, reaction, and execution — while it may feel productive — causes the quality of our thoughts to suffer. We believe that corporate leaders in today’s complex world urgently need to recultivate the art of reflection.
In an increasingly busy and complex world, how do we make sure we have the space to think reflectively? It’s the classic notion of having your best ideas in the shower.
I think this is part of the reason why I feel a benefit from walking so much — about two hours most days. This gives me the unstructured thinking space this article argues for.
On a recent cycle, I found my thoughts subconsciously drifting towards a knotty work problem. For a few seconds, everything seemed crystal clear. “I’ll remember that later,” I thought, and on I went with my cycle. When it came to it, it took some time and effort to recall what seemed so obvious when I was cycling with my wandering thoughts.
A good list of don’ts when you’re trying to set up an effective user experience function.
In particular, the pitfalls of “cargo cult usability” could do with being more widely understood. But I also enjoyed this point about being too insular.
Newly formed UX teams have a tendency to quickly turn inwards and focus heavily on their own practices, tools and methods: heads down, working in a vacuum, doing great work that doesn’t actually influence anything. As a result, we hear frustrated stakeholders say things like: “I don’t involve the UX team because they always seem too busy”. We’ve even heard UX team members themselves complain that, “We’re so busy and so mired in the day-to-day that we don’t have time to work alongside the development team.”
This reminds me of the (hilarious but true) story of the Staffordshire UK bus company. In 1976 it was reported that the buses on the Hanley to Bagnall route were not stopping to pick up passengers. People complained that buses would drive right by long lines of waiting passengers. The complaints prompted Councillor Arthur Cholerton to make transport history by stating that if the buses stopped to pick up passengers it would disrupt the timetable!
Why comparing yourself against your competitors often leads to mediocrity.
Best practice and benchmarking are often just a race to be first at being average. The chances of someone else’s best practice working in a different environment is unlikely.
Not only is it unlikely but the very act of best practice and benchmarking can drive standards down. It encourages all organisations to think alike. At sector level it creates groupthink, and we all know groupthink is the avowed enemy of innovation.
More on the seemingly negative effects of open plan offices.
When forced to share space, humans behave much like swarms of insects. This has appeared to be true in a range of contexts, the authors note, citing studies involving the US Congress, college dormitories, co-working spaces, and corporate buildings.
However, as far as we’re aware, hornets and wasps are not as psychologically and socially complex as people. For instance, they do not regularly switch between their front-stage self and back-stage self, managing the impression they’re making, per a longstanding theory about humans.
A really enjoyable piece on the history of smart home devices, and how Google Home and Alexa aren’t such new ideas. The video is well worth a watch, particularly because it demonstrates 1970s technology from Pico Electronics in Glenrothes! It’s amazing to see it work so well.
The point of Thomas Baekdal’s piece here is to demonstrate how trends aren’t new, but they emerge over a long period of time. It reminds me a bit of Gartner’s hype cycle, and a recent Nile webinar about how to employ foresight to understand emerging trends. Not to forget the Nielsen Norman Group research demonstrating that intelligent assistants still have horrible usability problems.
This is a very strong piece by Erika Hall, raising some seriously good points and questions about where user experience design is, and where it needs to go. It is well worth reading the full piece, and me pulling out a quote cannot do this justice. But here are some selections I particularly liked:
If good design entailed good business, women’s clothes would come in a wide range of sizes with usable pockets and our social media feeds would unfurl in reverse chronological order with an unremarkable absence of Nazis.
While most of the designers I know are far from objectivists, design as it is currently practiced is tantamount to Ayn Rand’s radical selfishness. We design for the experience of a single user at a time and expect that the collective experience, and the collective impact, will take care of itself.
It’s much more pleasant for designers to talk about empathy in one room and MBAs to talk about profits in the other and have marketers in the middle like an injectable filler.
This is exactly the sort of article we need to be seeing more of.
Gerry McGovern tells the story of trying to persuade a digital team of what they needed to fix.
“It would be nice to fix these problems,” one person said. “But the team needs also to be able to do exciting things. We need to be able to innovate.”
Unfortunately, people at work often place too much emphasis on their own enjoyment. But our work only has meaning if it is providing value to someone.
Work shouldn’t be exciting. There’s a job to do.
An excellent article from Jared Spool on the difference between proactive design and reactive design — and the importance of making your work more proactive.
Reactive UX design is just what it sounds like: reacting to a problem in the moment. “Oh, can you fix this?” “Help! Users are complaining this is too hard! What can we do?”
Without also having proactive UX design efforts, the design team is only fixing problems caused by decisions the product team has already made.
Interestingly, he also makes the point that it is easy for design teams to get sucked into doing reactive design, because it becomes comfortable for teams to do:
They like the wireframes and usability tests.
They believe this is what design work looks like. They believe design work always happens at the end of the process.
Those who talk well and talk lots can command attention in meetings – and they get an unprecedented amount of airtime in modern organisations.
Whilst extroverts put it all out there for the world to see, introverts often keep their best ideas inside. If you’re ignoring them, you’re at risk of missing the problem and the solution.
As Paul Taylor says here, it is more important to widen and deepen connections with everyone. We need to prioritise ways of doing this, and preventing hippos and loud voices getting their way each time.
New research suggests that open plan offices hinder collaboration rather than help it.
Previous studies of open plan offices have shown that they make people less productive, but most of those studies gave lip service to the notion that open plan offices would increase collaboration, thereby offsetting the damage.
The Harvard study, by contrast, undercuts the entire premise that justifies the fad. And that leaves companies with only one justification for moving to an open plan office: less floor space, and therefore a lower rent.
My current office is my first open plan one. I am still ambivalent about the benefits or otherwise of open plan. The shift may have contributed to my feeling that I had lost my mojo.
I definitely make heavy use of chat and messaging to communicate with people a couple of desks away. That might not necessarily be a bad thing. But I do miss the gently assertive act of simply walking into someone’s office to get their attention. It all seems a bit more difficult to do that in an open plan office.