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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 CHALLENGE
Design is gaining momentum
[email protected]@adamconnor
[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 CHALLENGE
What they’ve tried
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Building volume and skills
• Lots of hiring
• Training / Bootcamps
Building shared resources
• Design Systems / Pattern libraries
Process changes
• Design thinking
• Agile / Lean /…
THE CHALLENGE
What they’ve tried
[email protected]@adamconnor
[email protected]@maggadora
#madpow
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 CHALLENGE
What we also see with our clients
[email protected]@adamconnor
[email protected]@maggadora
#madpow
• 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 CHALLENGE
Why doesn’t this work?
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[email protected]@maggadora
#madpow
• Belief gap
• Behavior gap
• Influence gap
THE CHALLENGE
Three gaps
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
• 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 GAP
How 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 GAP
Addressing 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 GAP
Addressing 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 GAP
Addressing The Gap
[email protected]@adamconnor
[email protected]@maggadora
#madpow
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 GAP
How It Presents
[email protected]@adamconnor
[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Key Behaviors
Design (Thinking)How does the company leverage design and design techniques?
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[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Key Behaviors
CollaborationHow well do teams collaborate on efforts (across departments, products, etc.)?
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[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Key Behaviors
Leadership & VisionHas a shared, clear vision for the product, service, or organization been established and communicated?
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[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Key Behaviors
Product* ManagementHow well do teams/managers make decisions in alignment with the vision/strategy?
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[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Key Behaviors
ProductionHow capable is the organization of creating the products/services that they’ve envisioned?
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[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Key Behaviors
LearningHow able is the organization to continuously learn more about their users and use new insights to make decisions?
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[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Key Behaviors
ExperienceHow is the team managing and coordinating experiences for their products and services?
[email protected]@adamconnor
[email protected]@maggadora
#madpow
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 GAP
Addressing The Gap
[email protected]@adamconnor
[email protected]@maggadora
#madpow
THE BEHAVIOR GAP
Capability
Motivation
Opportunity
Behavior
COM-BModelForUnderstandingBehavior– Michie etal
Addressing The Gap
[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 GAP
Addressing 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 GAP
Addressing The Gap
Beliefs
Values
Behaviors
Rituals
ArtifactsSkills & Knowledge
Tools & Materials
Structure & Roles
Communication & Language
Environment
Policies & Processes
Incentives & 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 GAP
Addressing The Gap
Capability
Motivation
Opportunity
Behavior
COM-BModelForUnderstandingBehavior– Michie etal
Skills & KnowledgeTools & Materials
Communication & Language
Structure & RolesPolicies & Processes
Environment
Incentives & Metrics Structure & Roles
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Identifythepeopleyoucangetonboard
Understandyourabilitytoinfluencethesepeople
Communicatebasedonwhattheyarereadytohear
INFLUENCE GAP
Influence
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Notaligningchangeeffortsandinformationwithalevelthatotherscanunderstandandacton.
Notidentifyingpartnersandaudiencesforourchangeeffortsinwaysthatbuildmomentum.
INFLUENCE GAP
How it presents
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Con-templation
Preparation
Action
Maintenance
Relapse
Pre-contemplation
INFLUENCE GAP
Model of change
Create awarenessand change in
values and beliefs
Persuade andmotivate
Educate
Facilitate
Reinforce change,reminder communications
Identify what causes old
behavior to remerge
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Bybuildingthismapandlisteningforwherepeopleareinthechangemodel,wecanunderstand• Whowecaninfluence
• Howweformalizethemessagetothem
• Whentoincludethem
Armedwiththatinformationyoucanhaveastrategyforward.
INFLUENCE GAP
Addressing the gap
[email protected]@adamconnor
[email protected]@maggadora
#madpow
Nomatterwhatyourpositionis,youhavetheabilitytoinfluencethebehaviors(andbyextension,beliefs)ofthosearoundyou.
Thesimplestwaytobeginistolookforopportunitiestobuildtrustandaskquestions.
INFLUENCE GAP
Everybody can influence culture
[email protected]@adamconnor
[email protected]@maggadora
#madpow
• DesignDOEShavemoreattentiononitthaneverbefore.
• Wehaveawidevarietyoftacticsforstrengtheningdesigncapacitywithinourorganizations.
• Byunderstandingcultureandhowchangeisadoptedwecanbetterunderstand:• Howtotocombinetactics• Whentousethem• Andwhotousethemwith
• Wecanapproachoureffortsaswewouldadesignchallenge.
CLOSING
In Summary