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Ground Hog Day UX Crazy Style

ux crazy people

The UX Crazies are so focused on the UI they completely miss the point.

This year UX has really grown up. We have had convergence, gamification, tablets, internet TV, handheld scanners (and all manner of devices) and now we are truly in the Pervasive UX territory.

The UX community has really come together and it is all about collaboration and working towards a UX Manifesto as well as better credentials and education.

The Creative Age has started and with it Disruption.

Even after a year full of progress and it can still seem like you are right back where you started from. In my case it is dealing with those old, wacky UX Crazies again.

UI is not UX.

This relentless focus on the end deliverables and confusing it with UI completely misses the point.

One of the biggest challenges is changing the misconception in organisations that  User Experience [UX] is about producing a user interface [UI]. It is not. It is a “value proposition”. It is far greater than the sum of the deliverables.

You cannot tell what good is by merely looking at something. It must be tested and measured. UX is not a form page or a single web page. You cannot compare web pages to illustrate what good UX is. That is only the UI.

This misunderstanding has come from the roots of UX. Most UX people started out as Information Architects (others designers or developers) where we created deliverables such as site maps, wireframes, usability test reports, prototypes and personas. This was one “cog in the machine” and the next step was handing these off to designers & developers to complete the process.

We have done a great job at selling in the need for these IA deliverables. These deliverables are still  relevant to communicating the user experience  but this is also where the problem lies. It is no longer about the deliverables. The old notions of IA/UI development are now way past their sell by date. It is about the total user experience and having measurable results.

The User Centric nature of User Experience provides companies with a view from the outside looking in. Almost all the other rolls BAs, developers, clients, technical architects are looking at the internal workings.

The Pillars of the User Experience

  • User Experience Strategy: This is not the same as digital strategy as user experiences are more pervasive
  • User Experience Research
  • User Experience Design: This includes emotional factors, brand experiences, creative and conceptual models
  • User Experience Architecture

 

I have left UX Development off the list as development happens in the delivery cycle. It is of course important to consider and make sure sure there are inputs from development just as you would the technical architecture, business strategy, digital strategy, business analysis and the market forces.

The UX  is about getting to a UX  road map to then inform the development team who will be responsible for taking the vision and developing the user interfaces for the various devices.

The upfront UX needs to be thoroughly thought out and also light weight in terms of the amount of  to avoid being Big Design Up Front or BDUF if working in Agile.

 

UX development has had a big change too and the main one is that it is not about HTML and building webpages. The world has moved on. Development is about having specialists that know how to transform the UX blue print into code for the various devices – browsers, tablets, mobile, handheld PDAs and so on.

The UX  is about getting to a UX  road map to then inform the development team who will be responsible for taking the vision and developing the user interfaces for the various devices.

Developing experiences that are appropriate for various types of media and platforms needs to be done by specialists who’s day job it is to program and write development code. This may be multiple developers who have device specializations. It is not a roll for a UX designer who dabbles in a bit of code. The experience will always be compromised by the person who’s job it is to deliver the code.

This may not even be about devices. It could also be back end technologies or CMS systems. There are many incidents where the UX was changed or had to be compromised because the people implementing it did not have the necessary skills or experience. It is important to have the experts brought in at the beginning and to keep continuity by continuing to provide guidance and steer the project.

Explore and constantly evolve the target audience

This is about getting to know the intended users but also looking  at potential influencers. Too often the focus is just on the primary consumer of the product or service. In fashion for example because brands tend to be aspirational the wider community have a lot of influence. Therefore you need to include non-consumers in your target audience such as the bloggers, journalists, fashion students etc. Ideally delivering a brand experience should be consistent. This is also the shift towards pervasive UX in which I used an example of my hotel stay. My experience changed when I was no longer a buyer.

User Experience is about building the values of the brand into the entire experience. The whole design experience is about creating a language to deliver the brand message in an engaging and purposeful way. It is not about window dressing.

Dream big. Imagine all the possibilities

UX is about the divergence and convergence of concepts (ideas, principals, goals, aspirations), framework (IA, structures, mental models, scenarios) and the high level design (emotional factors, persuasion, personality, branding, visuals).


Mind the Gap. UX needs to build a bridge between what the system and business must deliver and what the end user expects.

Goals Concept

UX considers the goals, aspirations, dreams ambiltions and the purpose of the end user or consumer

There are consequences for poor UX. On internally facing IT systems the consequences are often ignored because they require work to figure out how bad the damage is.  Having users spend extra minutes or making repeated errors while trying to complete tasks is not seen as a big problem. However if some one were to say calculate that total and say that it was costing the company over a £1 million in lost revenue a year then it would be a huge problem.

Pervasive design is about looking at the entire journey of the end user and helping to uncover unmet needs as well potential business opportunities.

User Experience Practitioners perform user research to get into the mind of end user (and consumers).  The primary purpose is to ensure the proposed solution is fit for purpose and will meet the user needs for usability. That is a given now. What is not widely subscribed to is that this research can be used to gain competitor advantage and also exploit new opportunities that may come as a result.  User research is a lot more than validating user experiences for usability and informing design decisions.  User Research when combined with prototyping can be the new R&D department or create a road map of future business opportunities.

This is about designing a user experience across all touch points of the brand or product.

Pervasive UX goes further than the screens it is the complete end to end journey – which may include multiple devices and tasks. Whether you call this service design or process re-engineering it is core part of creating the UX.

“Every design decision… contributes to the behaviour of the masses, and helps define the culture of our society. This describes an enormous opportunity for designers, one that is rarely realized. We are, quite literally, building the culture around us; arguably, our effect is larger and more immediate than even policy decisions of our own government. We are responsible for both the positive and negative repercussions of our design decisions, and these decisions have monumental repercussions.”  Joh Kolko

Aligning the needs of the user to the functional system and influencing the priority of requirements

With an understanding of the pain points of users and what they need and desire you can assign these values and align them to the plan for the roll out of features. Too often it overlooks how simple it is to add value and make improvements and avoid costly features that users do not need or want. When the business goals and the user goals are merged  along with the “workstack” it provides a much more joined up approach to delivery and the team is working as one and not at cross purposes.

Providing general consulting skills on user behaviours

UX practitioners are constantly keeping up to date with latest trends in online and digital behavior on everything from devices to the latest big thing like Pinterest. This knowledge can be used stimulate and generate ideas to better engage with end users.

So where do we go from here

This is about continuing to share knowledge and collaborate. As Daniel Pink says there has never been a better time to be a designer or creative thinker.

Pervasive design is about the bigger picture not the small stuff.

It would be great to get past Ground Hog Day and say good-bye to the UX Crazies once and for all. However that is looking more and more unlikely as I have witnessed a entrenched reluctance to join the party.

At least I have a big UX network to help me keep my sanity and tonight I am very much looking forward to discussing Pervasive UX tonight with Brian Hoadley.

The UX Crazies can stay forever in ground hog day. Time to leave them in a trail of dust.

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Wave Goodbye to the Old Kings of Creative

 

I started my career in the late 70’s as an illustrator, while I studied design. My first clients were those cartoon maps, posters to get into clubs and some books for FitzHenry & Whiteside aimed at children. I was successful to earn enough to live on but it was a bit hand and mouth compared to corporate design which I moved in to.

I won awards for designing logos, books and annual reports. I drooled over the paper samples the paper companies gave me. Getting a budget big enough to buy some incredible paper to make my designs shine through was fundamental. Getting a big enough budget to be able to print on a metalic or glossy finish would give my designs the finishing edge for victory.

You worked blind. You needed to imagine what it would look like as a finished product. There was no way of seeing it until it rolled off the press and the ink dried!  The absorbency of the papers would have an impact. I used to swap out the standard yellow for a fluorescent yellow when I wanted to give the colours an extra pop. I back filled black with 100% cyan. Another other trick was double printing black and mixing gloss and mat. On an annual report that was costing $250k to print I gambled on printing faint blue lines to help hold a metallic silver and dark grey over tint.

I remember another AD printing using a 85 dpi screen on heavy textured raw paper and having a font that had a .5 pt outline text to be overprinted on images. I cringed when I saw the comps and tried to tell her it would be a mistake. On a glossy cast coat paper at 200 dpi + it may have worked. Unfortunately for her, she was a Mega-Bitch. After working too many late nights and weekends as her junior-slave I gave up. What a disaster! I did have a small smile at seeing her comeuppance of not taking more care on how it was going to be printed.

Thee paper companies themselves sponsored a lot of the print awards. Coffee table books were huge sellers and you could make a name for yourself designing these.

Logos were big business. A 1/4 million for a logo? No problem. Top designers were almost Godlike with their name on the studio door.  G. Ryan Design. G was for Gerald my hero and boss. His collection of Jaguars was eye dropping and it was fantastic to work in an old warehouse in a crumby part of town with a 150 of the coolest hipster designers you could meet. The other thing to getting that award was hiring a top notch illustrator and again that was down to budget. It was a repeatable formula.

When it comes to design and print the budget to spring for innovative printing techniques and cool papers are almost everything for creating The Kings of Creative.

In the mid- late 80’s I got involved in adverstising. It was also about budget. Working with Pete at BBDO on the TV spots for Colubmia music we knew we were onto a winner when we were given carte blanche with a massive budget. The budget was so big we had a 32 piece orchastra to entertain us (and provide music) for 4 consecutive mornings along with our morning glory cocktails. We felt like Kings.

BBDO had the biggest brands (and budgets) and BBDO grabbed a whopping 40% of all the awards that year. The King pin of them all was Mike Rutherford, the CD. The parties for advertising art and directors were legendary. A lot of these would be hosted by photographers (we each had our favourites) and these would be filled with models, advertising execs, creatives and out clients of course. We used to use the company limo to run errands like pick up more sushi. Sandwiches yuck!

I was an Art Driector and very ambitious but I got a wake up call when I was told point blank by Mike, that because BBDOs biggest accounts were cars (Crysler), beer, sports shoes (Adidas) and computers (Apple, Hewlette Packard) I could forget ever working on those on the account of having breasts. Not that he would remember me by anything another other than the one with the tits.  The fact that I had already won an award for Hewlette Packard for some direct mail work did not count because that was when I was a designer and was not in the same league.

In advertising cars, beer, sports brands and tech products create kings because they have the biggest budgets and the noisiest presence.

Eventually I tired of 80 hour weeks and having team meetings at the Brass Rail (a strip bar in Toronto) on Wednesday afternoons watching the lap dancers writhe on the laps of my male co-workers and decided to go into digital. Digital didn’t exactly set the world on fire at first and was looked as career move DEATH . There were no awards, limited creativity and not a lot of clients.

To the creative minded and visionary digital with the constant change offers unlimited potential.

The world of digital is more complex and has become almost a game of two halfs. The first half is the agencies that have sprung up in the guise of marketing, communications or advertising and believe it is the message that matters. Content is king. The (content) message of course is about ensuring that bigger brands get an even bigger market share and consumers consume more. This still the the world of the Old Kings of Creative. The creative and art directors (mostly white males)  are still coming up with ideas for bog roll and winning awards (sponsored by companies within the same industry as their own). It is also not surprising that clients who give their creative teams carte blanche and healthy budgets also have a clear advantage over those less fortunate and having less scope.

The second half has been what is happening in the Enterprise Sectors – Apple, Google, Facebook, Twitter, eBay… etc. The game changers. Here functionality is King. You cannot compare the success of Facebook (which is still a website) with a site for toilet paper. It is the game changers that have made the biggest impact. We would still buy toilet paper whether there was a website to promote a particular brand experience.

Now as the web has truly grown up it is no longer digital media. It is digital life. Functionality and experience are inseparable.

Creative now sits under User Experience in most of the bigger companies. Customer experience is also merging with user experience. The message is all about the user and bridging the gap between what the Brand or services deliver and what end users expect.

User Experience is not about coming up with ideas and throwing it to a wall to see if it sticks. User Experience is about applied insight and becoming the new R&D lab to test ideas and push innovation that predicts what users need.

It is all about performing research, analytics and analysis to deliver a great experience. I certainly for one am glad I am no longer working blind. The AD that did not forsee the 85 dip problem with a .5 hairline got sacked and rightly so. The design may have cost $10k to produce but the high volume printing would have been £250k+.

The old kings of creative are on the way out and so are the titles CD and AD eventually as
UX continues to evolve.

If you want to know who the new Kings are, it is the end user sitting in front of his Internet TV (or mobile, tablet, browser etc).

 

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Digital Leaps Forward & The Department of Disruption

 

This year on Leap Day I will be giving a talk on the future of User Experience at LBi. LBi certainly knows their stuff and has put together a fantastic panel. I feel very privileged and honored to be a part of it.

Digital Leaps Forward – What is next in Experience Design

Please come along. It is going to be a fantastic day!

The Department of Disruption

The move to federated platforms, multiple devices, open data and the web of things has created the perfect storm. We must be able to face challenges that we can’t even imagine yet. How do you get a single view of the end user or customer when they are no longer limited to web pages or the devices that we design for? We often talk about trends like Social Media or Gamification as though they happen in isolation while at the same time telling our clients not to let their internal structures operate as silos. Who owns the user experience when it there is no overall authority across all the user touch points of a multi-channel system design?

It is an understatement to say that convergence between computers and consumer electronics is escalating, creating challenges and opportunities for both businesses and consumers. New devices that operate using gestures and augmented reality glasses are not pipe dreams of the future they are happening now. User Experience is moving from a tactical discipline about ensuring usability, into a strategic discipline about creating move pervasive experiences and creating, evaluating, researching and prototyping new business models.

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Pervasive User Experience (UX)

Pervasive  User Experience is about extending the user experience and connecting it to the world users live in and work in as well the service or product. Pervasive UX is not about the what and how in the beginning, but it does get there.

First it is about the who and the why, understanding the needs of the end users and everything they will come into contact with. There is almost a cascade effect that can occur from user interaction not unlike the Butterfly Effect . Pervasive UX is disruptive. It is likened to a chaos theory. It ignores the silos in an organisation and breaks down barriers. Back-end processes and structures become invisible. Users are broadcasters and promoters of what matters to them.

It is a moving target. Social media, augmented reality and smart devices are driving user experience into uncharted territory. User experience is travelling beyond the traditional boundaries. It cannot be defined by what happens on a web page or within a single application or service.

User experience has gone from being a tactic sprinkling of usability, to keep the hippie mongrels at bay with their wacky usability principals, to becoming a new business model as brands struggle to keep up in fast paced multi-channel world.

Users identify with the method in which they interact with a company, product or service. Companies are only as good as their call centre or their sign up process. To the consumer mobile services are retailers. You walk into a shop or go online and buy. How is this a telecommunications company to the average Joe on the street? It is not. When users are online it is a digital service. This digital service extends beyond the pages or even the site. Digital is now the dominant interface for a lot of businesses.

If digital is now the dominating aspect then social media is the glue. The social media phenomenon extends the reach of the user experience. Every touch point a user has with an organisation should provide a seamless experience. A pervasive user experience strategy forms part of the core philosophy of an organisation.

This has a big impact for businesses as user expectations and perception is rapidly changing. During the Dot.com boom companies rushed in to offer services before the infrastructure and take up of the web was at a mass level. Now it is users who are in charge and the companies need to adapt and understand these new pathways. Business processes need to be re-engineered to become more usable to the user.

An example that comes to mind is my recent stay at the 4 star, La Centre Sheraton in Montreal I experienced the full Faulty Towers Experience, diagram below.


Until I got into my room I was having a mostly positive experience.

  • I asked about the staff about the top floor bar. I was abruptly told it was unavailable. I finally found out it was only available to Elite Members.
  • The complete lack of WiFi filled me with horror. Room internet access costing more than an expensive meal. Business lounge day care centre  gave me a full free 30 minutes on one of their computers.
  • At check out they charged us extra per bag regardless of size to hold them until our flight. Lining up at both the checkout and the porter desk. The porter desk is as far as the hotel management is concerned a separate business unit.
  • The experience was not a good pervasive experience. Everything was about sales. There was nothing about keeping me as a customer, engaging with me or recommending them to friends. It was as far as I am concerned a “one shot deal”. Good bye Sheraton.

 

But something of a paradigm shift is happening. It just has not made it to most companies yet. I wrote in another article on Disruption Innovation that employees of companies are tired of waiting for the company to give them tools to do their jobs better and are taking to the web to collaborate. This is called Shadow IT. But how much money and time have companies wasted and are wasting to replicate what is already there?

Suppose I am applying for a credit reference  to rent a property.

Why is it I am expected to print 6 months of bank statements? Why can I not simply click on a button on my bank site that says “send reference to” and fillout a few details? Surely the renting agent does not to see that I spent £xx on shoes, when all they want to know is whether I have had a steady income and no overdrafts? Surely that is worth something to some one and would help reduce fraud. What happens with those 6 months of printed bank statements that get sent to the letting agent, how do I know they were appropriately destroyed?

Tactical UX starts with a project, a budget and a list of vague requirements and go down the process route of producing personas, wireframes and a solution. By then it is too late for UX to contribute on a strategic level.

Pervasive UX ascends to the Grand Strategic level of an organisation and can give companies a constructive advantage.

The chief role of User Experience strategists are:

  • Bring a customer perspective to problems through deep understanding.
  • Account for and minimize bias.
  • Identify business opportunities promote end user well being.
  • Facilitate a balance between business goals, user needs and technology.

 

The foundations are there, the semantic web did arrive and is silently increasing. Data is more open and augmented reality has taken off. It is all about delivering big connected experiences now.

We are looking at situation where user experience strategy has taken on the task of being a catalyst for positive change and disruption.

Please comment and let me know what you think.

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Gorilla User Experience (UX) Using Axure

Experiments in attention and concentration show that when people are concentrating on something and doing a task they often miss other information.  This has big implications for UX design as well as collecting the requirements and running workshops.

Suppose you are running a workshop for a new retail site and you have a group of stakeholders in the room each with their own agenda. It is important to sketch out the end to end scenario first as a walking skeleton. This is so that everybody understands it as a single process.

This is often the situation where a product manager may have an objective of people browsing their products and hitting “add to basket”. For them that is where the journey ends. The shopping basket (funnel) is some else’s problem. But it is not. Statistics will show that it is the payment screen that is the most abandoned. Rarely do you see a product manager care about that.

Most UX people probably know the 200 lb invisible gorilla experiment. When people are concentrating on doing a task a 200 lb gorilla can literally disappear.

What it demonstrates is that people complete the task despite it. This also works in reverse.  Axure is my gorilla. I have used it workshops and have “live” mocked stuff up. The first part of the workshop I explain what I am going to do and how it works and what will happen at the end. It may seem strange to some people at first but as things get going no one pays attention to me they are all focused on the screen and completing their tasks as well.

The sessions still contain all the usual white boarding, post it sessions, sketching and open discussions. What I do is make sure that everything is captured so that nothing is lost. I do this by having some prep work done beforehand to allow me work in real time and turn the outputs into a clickable journey. The tarting up can be done later. After the workshop.

Generally 20-30% of all information from workshops is lost. Those photos of the post it notes boards are often missing key bits of detail. The flip chart scrawlings sometimes need a translator and are open to interpretation. Participants leave unclear whether the output was good or not until they see it later. By then their memories are subject to their view.

By capturing the information in the room I can play it back at the end. People can immediately see what was accomplished and reach conscientious on the value of workshop. Plus I will still have the original photos of all the boards and post it notes to add to the deck and show the process of getting there.

Just in case you do not know the Invisible Gorilla story, read more on bigthink.com.

 

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The Unreasonable Voice

The unreasonable voice is not a voice you hear a user experience person use.  The rare couple of times in (12 years) that I have head it from a UX person, it turned out it was their grasp of UX that was the problem. They were not actually a UX person at all.

It is not in our nature. All our training and knowledge is about the reasonable voice. User experience is about being a people person. We talk to people and seek to understand them; behaviours, motivations, goals, needs, wants etc. in order to come up with UX strategies.

User experience requires us to be good listeners, ask questions, be fair, compromise, suggest, hypothesize, share information, evaluate, analyse and think in order to put the user first.

In dealing with co-workers and other colleagues this usually holds true also. It is probably why the UX community is vibrant and full of events, conferences and meet-ups.

The unreasonable voice demands, judges, talks over people, interrupts, dictates and has to have the last word.  Nobody wants to be around some one who uses the unreasonable voice.

User experience  people who use the unreasonable voice are not really user experience people.

 

 

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The Reasonable Voice

User Experience practitioners come from a variety of backgrounds among them psychologists, designers, Human Computer Interaction grads, Information Architects as well as others.

We share many common traits as well as being big sharers of our knowledge, experience and tips. We care about the end result and about other people.

It doesn’t matter how we got here. What matters is why we do it. Even though we may occasionally be the end user, we know that there are other types. Our opinion as an end user is only one voice among many, many others. In our work we come across a lot of methods, tools and processes but in the end these too are not important. They change and improve with time, so no point being precious about them.

It is being the reasonable voice we need to be precious about.

 

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What Good Looks Like

 

I have been spending a lot of time lately thinking and discussing with other UXers about where UX is going and how the lines are getting more blurred as UX becomes more pervasive. At the same time I still get dragged into the “UX 101” conversations that should have ended 10 years ago with people who profess to be experts.

The easy answer is that UX is was born about 15 years ago out of the user centred design processes. It was first applied in usability, user research and information architecture. UX now includes design and development skills sets as well as strategy. The principals and core objectives of UX however, have not changed. They have matured. UX is now a huge industry and widely understood. Clients themselves are very sophisticated.

Most people in UX know this and have a common understanding and know what good UX is. I see myself as a UX person first. Whatever deliverable I am producing (IA, strategy or design) I think about the person who is going to be using the end product or system.

What good looks like is the outcome. No one can hold up a sample and say this is good without explaining the thinking the decisions that have gone into it and why these were made and how they came to those conclusions.

To the casual observer a design or an information architecture can look good. Great even. This is why understanding what user experience is and being able to explain and measure it is the only way to avoid costly mistakes or interfaces that do not work.

As an example:

A lot of people think Microsoft does not create great experiences. They proudly share their insanity in a blog post. This has to be the top retweet for the UX community today. Most people thought it was a joke but here is the story about the “streamlined UI” from Seldo.

Orange text may look good to some people but it is not usable by everyone. Yellow on green is even worse. Some usability issues like those are easy once you know them and the reasons why. Skills like developing a taxonomy or using categorization become second nature. All of that falls in the realm of knowing what is best practice. Developing that knowledge is fundamental but that is just the foundation. It takes time and a lot of experience to become proficient in user experience. Picking up the tools and the skills are the easy part. The hardest part is keeping up and staying current.

UX design differs from non UX design by bringing a wisdom and depth of knowledge of what users want from the design as well as understanding persuasion. In some cases every element on the page has a rational that is based on user research and rigorous measuring for effectiveness.

It is not about memorizing or copying. The bar keeps getting higher and this is user driven. What matters most is understanding and studying user behaviour. Think how people do things and what their need state is as well as frame of mind and other considerations. Constant research and measuring the user experience are the only way to ensure a positive outcome.

This is why deep understanding of social media and mobile applications needs to be a part of the UX thinking. Keeping on the edge and looking into the future is the only way to keep up.

A lack of this understanding can make people defensive and get them to promote individual specialties at the expensive of others, often demonstrating a narrow mindedness that is counterproductive.

Good UX does not come in a box.

 

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Participatory Workshops Deliver Higher Value

Participatory workshops are not spectator sports. Participatory workshops are engaging, dynamic and are productive. At the end of the day there is something to show for all that time spent. Progress & value.

It is no wonder some people loath workshops. Sitting in a room for hours on end with a bunch of people not of your own choosing , classroom style, can be pure hell. The problem is that workshops often cater to the opinionated loud mouths who have read the book on assertiveness and have taken it to heart. They are the ones who want to stand at the front and be in charge or heckle from the back. In a workshop no one should be in charge. Moderate or guide, yes but that is different. At the end of the workshop this can result in negative feedback from some one who did not get their say and feels disgruntled.

Consider running workshops aimed at involving everyone and taking a more considered view. Look for innovative ideas to get people engaged.  Participatory workshops involve people and get them actively involved to foster real collaboration.

The principals are simple:

  • Seeing is believing, show rather than tell
  • If you must tell use stories, metaphors and anecdotes
  • Influencing instead of arguing or debating
  • Transparency to foster open discussions
  • Everyone has an equal say
  • Everyone is here for a reason
  • Suggestions are welcome and people are encouraged to speak up
  • We want questions as we seek to understand
  • We do not judge
  • Have fun

 

I use everything from white boarding to sketch pads and make extensive use of sticky notes. Later after a of couple initial workshops I may use clickable simulations and flows to project onto the white board and invite people to draw on top of it or fill in the blanks.

You can also consider projectors to project templates onto a white board from a tool like Axure to provide a talking point with a clickable simulation and capture feedback real time. Get people up drawing and filling in the blanks. Have people take turns presenting their ideas and thoughts and ensure everyone has a say. In workshops interactive tools can be used to great effect once enough initial information has been to bring the user journeys to life. Modifications can be made on screen during “think out loud walk-throughs”.

Activities for a positive outcome:

  • Plan the activities and get the materials – post it notes, white boarding
  • Create a “parking lot” to note ideas and issues not on the agenda for another time to keep the flow
  • Ask “what if” questions to get feedback from people who maybe less vocal
  • Break large groups up into smaller groups and assign tasks
  • Have other people take turns presenting
  • Have a goal and define what good looks like at the start
  • Allow people to take breaks to check messages
  • Capture the information and playback at the end to demonstrate what was accomplished
  • Feedback actions and plan the follow up activities
  • Ensure the right people are in the room – no spectators
  • Choose a comfortable and welcoming room
  • Establish clear goals and boundaries
  • Do not forget the biscuits 😉