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.

Random thoughts on design ‘leadership’

Leadership is not, in my opinion, a synonym for management.

In some of the places I’ve worked the leaders and the managers are sometimes the same people, but sometimes not. (And, by the way, that’s ok. Management is an important function, in itself.)

You don’t need to be the greatest designer in the world to be the greatest design leader – these things are two different things. They’re not synonyms.

As a design leader, asking (sometimes provocative) questions is more useful in the long run than providing definitive answers.

And here’s some really nice slides from Cameron Rogers, the UX leader at Seek.