Process: Teamwork

This article was inspired by a discussion at last week’s Silicon Valley IxDA meeting, where Daniel Szuc and Josephine Wong spoke on the topic “Sleepwalking + Designing for a Healthy Future,” which got me thinking about what qualities one must have to be an effective UX professional. So much of success derives from mindset rather than skillsets, and mindset takes a lifetime to develop—or, for those of us who believe in reincarnation, multiple lifetimes. Your mindset derives from your life experiences and the way you respond to them, as well as what you learn from those who influence you greatly—such as your parents, mentors, and spiritual teachers. Read More

“Organizations…often develop barriers that hinder information sharing and collaboration. … The job of a leader is to spot these barriers and tear them down….”—Morten T. Hansen

Organizations differ in their ability to collaborate within and across teams and business units. A unique combination of organizational, cultural, and interpersonal barriers to collaboration afflicts any organization that is experiencing difficulty collaborating. Therefore, to assess their organization’s ability to collaborate, leaders must first determine what barriers to collaboration exist within their organization. One effective way of doing this is to conduct a survey to identify which of the behaviors that hinder collaboration commonly occur within their organization.

Once leaders understand what dysfunctional behaviors are preventing their people and teams from collaborating effectively, they must tailor solutions to address the specific barriers to collaboration that exist within their organization. They must motivate their people to change the behaviors that are preventing or diminishing the success of collaboration within and across teams and business units.

In this column, I’ll describe some common organizational, cultural, and interpersonal barriers to collaboration and provide solutions for overcoming them. To create a culture of collaboration, an organization must overcome these barriers. Read More

With this article, we’re introducing our new column—Breakthrough Application Design—Designing game-changing experiences. In this column, we’ll discuss innovative approaches to application design that are based on our personal experience in the trenches.

How can it be that so many digital products fail deliver any inspiration when so many technology and digital media companies spend millions of dollars on design and user experience? Merely following user-centered design (UCD) practices by the book is not sufficient to create truly transformative digital products. In fact, despite UX teams’ following UCD processes, the digital product industry confronts this alarming paradox: More and more UX teams claim to follow user-centered processes, yet most digital products are mediocre or even substandard. And things won’t get easier. As interactions progress from clicks to taps and other gestures, traditional UCD processes will face even greater challenges. In this installment of our column, we suggest that one of the reasons for poor design execution is that UX teams need to own more than just design. We need to own front-end development. In fact, we argue that front-end development has always been more strongly aligned with design than with development. Read More