Monthly Archives: June 2016

How Style Reveals Practice: Lean Bourdieu – Cameron Tonkinwise from William Evans on Vimeo.

 

My notes

“I think they (designers) can help you move faster when they do theory, not just practice”.

“When you ask someone to come and be a user, what you get is them being a user. They are a whole other thing as well … they are a person with a culture existing in a type of community.”

Practice – the spaces and ecosystems that you are interested in
“Dining, commuting or doing some kind of working … “

Style – “all our pragmatic activity is organized by style … it is something you do”.

Assumptions about the audience and what they already believe
We are in the space of creating value.
We are trying to create things that help people achieve what has value to them.

There is value in new things.

Lean affords a better way of finding new things of value.

A good theory can be leaners than Lean.

A Marxist account of society will have this kind of stratification.

• Rich scum
• Boring middle class
• Stalwart Workers
• Subalterns

The differentiation is their financial capital. “Marketers are still using this differentiation in their heads”.

Bourdieu argues that there are categorizations within these stratifications.
“People start to differentiate themselves”.

Social/cultural capital

“How they appear, but also how they behave … it is a game about taste”.

Think about the comment “I would not be seen dead in that”.

Society has a bunch of rules.

Affordance are cultural, and then become embodied.

Bourdieu says: Be reflexive. Spend a lot of time self-critiquing. Understand your own privilege and your position.

“You need to be experiencing different kinds of things so you can see your own kind of cultural taste”.

Bonus for making it this far … the very last frame of the video

Screen Shot 2016-06-16 at 10.21.54 PM

Writing up your notes after a user interview …

  • A brief description of the user being interviewed—the person’s background and anything interesting you’ve gained from the meet and greet
  • Core questions you’d like answered—some may be part of your discussion guide but these can also be new questions that carry over from previous interviews
  • Core frustrations or issues the user may face when interacting with the design or as part of using a product or service
  • “Wow” moments or positives—it’s easy to just note frustrations without prompting for the positive experiences
  • Quotes—these can be very revealing so it’s important to capture the emotion and stories to which these quotes may refer
  • Summary of 5–10 takeaways—after the session, what were the takeaways and keywords that capture the essence of the interview? What potential themes are forming from interview to interview that aid in writing an observations and insights summary
    https://www.optimalworkshop.com/blog/taking-better-notes-better-sensemaking/

my bias is further confirmed

Also, it’s not really ‘sharing’, is it. Because when you pay for something then that’s fundamentally not sharing, that is buying and selling. Which may be the fundamental principles of commerce.

https://www.theguardian.com/money/2016/jun/15/he-truth-about-working-for-deliveroo-uber-and-the-on-demand-economy

 

Leading Innovation: Process Is No Substitute

Leading Innovation: Process Is No Substitute – Ryan Jacoby, IDEO from NYU School of Engineering on Vimeo.

“Process is super important, but it’s not enough … you have got to learn the process, you have to execute the process but in that you have to lead within the process … Innovation is fundamentally a human endeavour.”

“Business people understand process … it can set up a false sense of security in relation to these human problems … ”

 

 

Team culture

Team culture is something you invariably end up learning a bit about, if you’re working on an idea that might be a product that needs a few different lenses to validate whether it has legs, or one leg, or half a leg, or is just some funny-lookin’ football.

At the centre of all of that team culture stuff that I’ve read and workshopped and what-not is trust (I think).

Here’s a pretty fantastic article about what Google found when it looked at effective teams. Spoiler: psychological safety. Kinda trust, right.

Anyway, today I encountered, for the first time, a team member who lied to my face. That’s a kick in the teeth for trusting the people you work with.

At the moment I’m going to take the high road and think about it as a symptom of a “not quite there yet” team culture. And think about what I can do in terms of improving the situation.