Download - Why is this so hard? Understanding Design Challenges - Adam Connor & Magga Dora Ragnarsdottir, 2017
WHY IS THIS SO HARD? Understanding the challenges that inhibit design
Adam Connor [email protected]
@adamconnor
Magga Dora [email protected]
@maggadora
[email protected]@adamconnor
[email protected]@maggadora
#madpow
THE CHALLENGEDesign is gaining momentum
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[email protected]@maggadora
#madpow
Organizational Shifts• Designers centralized or decentralized
• i.e. each team hires their own designers vs one central group of designers that does work for the whole organization
• Chief Design/Experience Officers• Innovation Centers• Centers of excellence
THE CHALLENGEWhat they’ve tried
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Building volume and skills• Lots of hiring• Training / Bootcamps
Building shared resources• Design Systems / Pattern libraries
Process changes• Design thinking• Agile / Lean /…
THE CHALLENGEWhat they’ve tried
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All of these efforts make sense, and they’re all effective to some extent.Yet we still find and hear frustrations around getting design to "stick.”
THE CHALLENGEWhat we also see with our clients
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• Have not (accurately) identified the aspects of their organization that support or contradict design
• Are trying to make changes and don’t consider the implications for the rest of the organization
• Are trying to make changes at too large a scale
• Are trying to change people/units faster than they’re able to
THE CHALLENGEWhy doesn’t this work?
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• Belief gap
• Behavior gap
• Influence gap
THE CHALLENGEThree gaps
THE BELIEF GAP
Design is more than just roles, tools and activities.Behind those roles, activities and tools are beliefs about what we’re trying to do and why.
THE BELIEF GAP
Design is more than just roles, tools and activities.Behind those roles, activities and tools are beliefs about what we’re trying to do and why.
THE BELIEF GAP
Beliefs
THE BELIEF GAP The Culture Model
BeliefsValues
THE BELIEF GAP The Culture Model
BeliefsValues
Behaviors
THE BELIEF GAP The Culture Model
BeliefsValues
Behaviors
Rituals
THE BELIEF GAP The Culture Model
BeliefsValues
Behaviors
Rituals
Artifacts
THE BELIEF GAP The Culture Model
BeliefsValues
Behaviors
Rituals
Artifacts
THE BELIEF GAP The Culture Model
• Inflexibility: People’s understanding of design lacks a connection to the “why” behind it.
THE BELIEF GAPHow It Presents
• Inflexibility: People’s understanding of design lacks a connection to the “why” behind it.
• Conflict: There are beliefs work counter to those inherent in design.
THE BELIEF GAPHow It Presents
• Assess the culture, or more specifically the underlying beliefs currently influencing your org.
• Make sure you’re clear on the beliefs that you’re trying to infuse. Can you clearly articulate them?
THE BELIEF GAPAddressing The Gap
If the gap lies in inflexibility and people not understanding the beliefs behind the techniques and tools they’re using…• As you introduce process, techniques, tools etc. include
discussion about the thinking and reasoning behind them.
• Expose people to a variety of tools. Find opportunities for them to try them all and give them chances to think through and choose on their own.
• Provide additional support, not oversight, as teams work to use new tools and techniques on their own.
THE BELIEF GAPAddressing The Gap
If the gap lies in conflicting beliefs…• Take stock of how far apart they are. Are they counter to each
other? Or are they competing?
• Work to understand the conflicting view and the value in it.
• Determine if you’re alone in recognizing and wanting to address the conflict.
• You can rarely change beliefs directly. Beliefs are built over time based on experiences.
THE BELIEF GAPAddressing The Gap
THE BEHAVIOR GAP
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We’re trying to establish new patterns of behaviors– new ways that teams will explore opportunities and make decisions.The same over-focus on process, activities, tools, etc. that can lead to gaps in the beliefs behind these behaviors can lead to a gap in the behaviors themselves.
THE BEHAVIOR GAP
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[email protected]@maggadora
#madpow
People understand the process (the activities, techniques, tools, etc.) they could/should use – but revert to how they’ve always done things.
THE BEHAVIOR GAPHow It Presents
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THE BEHAVIOR GAPKey Behaviors
Design (Thinking)How does the company leverage design and design techniques?
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THE BEHAVIOR GAPKey Behaviors
CollaborationHow well do teams collaborate on efforts (across departments, products, etc.)?
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THE BEHAVIOR GAPKey Behaviors
Leadership & VisionHas a shared, clear vision for the product, service, or organization been established and communicated?
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THE BEHAVIOR GAPKey Behaviors
Product* ManagementHow well do teams/managers make decisions in alignment with the vision/strategy?
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THE BEHAVIOR GAPKey Behaviors
ProductionHow capable is the organization of creating the products/services that they’ve envisioned?
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THE BEHAVIOR GAPKey Behaviors
LearningHow able is the organization to continuously learn more about their users and use new insights to make decisions?
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THE BEHAVIOR GAPKey Behaviors
ExperienceHow is the team managing and coordinating experiences for their products and services?
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Just as before we need to take stock of the behaviors we’re trying to establish and those that our teams are exhibiting and determine:• Have you provided the right support needed for
the behaviors we’re after?• Are there additional behaviors we haven’t
accounted for?• Are their behaviors that conflict those we’re
after?How do we change behavior?
THE BEHAVIOR GAPAddressing The Gap
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[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Capability
Motivation
Opportunity
Behavior
COM-B Model For Understanding Behavior – Michie et al
Addressing The Gap
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Just like when we design for experiences, we can’t force a behavior to happen. So what can we change?
THE BEHAVIOR GAPAddressing The Gap
Beliefs
Values
Behaviors
Rituals
Artifacts
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Just like when we design for experiences, we can’t force a behavior to happen. So what can we change?
THE BEHAVIOR GAPAddressing The Gap
Beliefs
Values
Behaviors
Rituals
ArtifactsSkills & KnowledgeTools & MaterialsStructure & RolesCommunication & Language
EnvironmentPolicies & ProcessesIncentives & Metrics
These are our levers. We can “pull” on these things in combinations to drive the behaviors we seek and – over time – grow and reinforce the beliefs behind them.
[email protected]@adamconnor
[email protected]@maggadora
#madpow
THE BEHAVIOR GAPAddressing The Gap
Capability
Motivation
Opportunity
Behavior
COM-B Model For Understanding Behavior – Michie et al
[email protected]@adamconnor
[email protected]@maggadora
#madpow
THE BEHAVIOR GAPAddressing The Gap
Capability
Motivation
Opportunity
Behavior
COM-B Model For Understanding Behavior – Michie et al
Skills & KnowledgeTools & Materials
Communication & Language
Structure & RolesPolicies & Processes
Environment
Incentives & Metrics Structure & Roles
THE INFLUENCE GAP
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[email protected]@maggadora
#madpow
Identify the people you can get on board
Understand your ability to influence these people
Communicate based on what they are ready to hear
INFLUENCE GAPInfluence
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Not aligning change efforts and information with a level that others can understand and act on.
Not identifying partners and audiences for our change efforts in ways that build momentum.
INFLUENCE GAPHow it presents
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Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplat
ion
INFLUENCE GAPModel of change
Create awarenessand change in
values and beliefs
Persuade andmotivate
Educate
Facilitate
Reinforce change,reminder communications
Identify what causes old
behavior to remerge
Everybody can influence culture
DIRECT INFLUENCE
PARTIAL INFLUENCE
VIRAL INFLUENCE
[email protected]@adamconnor
[email protected]@maggadora
#madpow
By building this map and listening for where people are in the change model, we can understand• Who we can influence
• How we formalize the message to them
• When to include them
Armed with that information you can have a strategy forward.
INFLUENCE GAPAddressing the gap
[email protected]@adamconnor
[email protected]@maggadora
#madpow
No matter what your position is, you have the ability to influence the behaviors (and by extension, beliefs) of those around you.
The simplest way to begin is to look for opportunities to build trust and ask questions.
INFLUENCE GAPEverybody can influence culture
[email protected]@adamconnor
[email protected]@maggadora
#madpow
• Design DOES have more attention on it than ever before.
• We have a wide variety of tactics for strengthening design capacity within our organizations.
• By understanding culture and how change is adopted we can better understand:• How to to combine tactics• When to use them• And who to use them with
• We can approach our efforts as we would a design challenge.
CLOSINGIn Summary