it’s not you.it’s your antipattern.

Fran Diamond

Edward Stojakovic

@frandiam

@estojakovic

#antipatterns

@midwestUX

agenda why patterns

What are patterns?

Why do we use them?

what are antipatterns?

So then, what are antipatterns?

UX antipatterns

5 UX environment antipatterns

2

3

whypatterns

4

PATTERNS IN OUR DAILY LIVES

Fractals Pattern Libraries

5

Applied Patterns

Myers-Briggs

Fran is INTJ

Ed is ENTJ

Christopher Alexander

“A Pattern Language”

6

Credit: Visit Hillborough | http://flic.kr/p/4YHsbe

An architectural pattern

A typical

interface

design

pattern

http://ui-patterns.com/patterns/ProductPage

...but thenwhat are“antipatterns”

9

ANTIPATTERNS

narrowly broadly

10

Design / Architecture Human Behavior / Worklife

What you

care about

What you can

affect

applied antipatterns

difficult person… supporting structure

11

always startswith good intentions

software industry

Costs applied to project failures

other industries

Communications

Finance

Technology

Personnel

Work Environments

12

Why it matters to UXcan be really tricky

We are less mature industry

Separate our contribution from environment

13

14

finding antipatterns

1. research

2. personal experience

3. interviews

4. identification

5. survey confirmation

6. review / summary

a template<antipattern name>

1. Central Concept

2. Dysfunction

3. Vignette

4. Explanation

5. Band-aid

6. Self-repair

7. Refactoring

8. Observations

9. identification

15

5 UX environmentantipatterns

16

17

Narcissus Analysis Team consults a narrow set of

standards and/or competitor’s

work to address project needs

without looking to outside

frameworks or consumer input

Credit: Cea | http://flic.kr/p/bV3oG2

20

Re-set the objectives to be more than

simply meet standards

Don’t assume that competitors set the

standards

Consider heuristics as baseline but not

the end of the analysis

Involve consumers in analysis

> Narcissus Analysis

21

Process ClashFriction arises when advocates

of different processes must

work together without a

proven hybrid process

24

Re-training & cross-training to develop a

“third way” process to incorporate best of

both worlds.

Communication & straightforward

acknowledgement of different

approaches to make decisions more

transparent and help both sides feel their

approach is being heard and used.

Accept different teams bring value

> Process Clash

25

Fairness Doctrine Blind obsession with fairness

and uniformity in

management becomes an

excuse for not dealing with

difficult or problematic people

Credit: Chris-Havard Berge http://flic.kr/p/6TgfPK

27

28

There will always be poor performers--

deal with problems directly and

quickly.

Teams often do not have inherent

power or authority to remove

ineffective members; they need

management support to do so.

> Fairness Doctrine

29

KioskCityData/document sharing is key

to a team’s work but given the

plethora of ways to share

documents creates confusion

and lack of adoption.

32

Allow each project and new team

member as a chance to determine how

best to share documents.

Focus on deliverables rather than interim

work.

Even though project is over, capture all

documents in a common place

Kiosk City

33

Moral Hazard Insulating a decision-maker

from the consequences of

their decision

Moral HazardIt’s not a problem, it’s a policy!

36

Know who is responsible and who

is accountable

Beware the morally compromised

leader

CYA or see-ya

> Moral Hazard

summary

+

Maybe it is the environment

Empathy wins

-

Maybe it is you!

We don’t always have control

37

We’d love to hear from you

#antipatterns

contact

Leo Burnett Chicago email twitter

38

fran.diamond

@leoburnett.com

edward.stojakovic

@leoburnett.com

@frandiam

@estojakovic