Goodwin UXHK14 PDF

Design Leadership
@KimGoodwin
UX Hong Kong, March 2014
© 2009-2014 | KimGoodwin@me.com | @KimGoodwin 1

Monday, April 7, 2014
~ 21 years in design
~ 2/3 of that consulting
~ 14 years in design management
Teams of 2 to ~50
Clients from 1 person to many Fortune 100s
Worked on 4 continents
Hundreds of mistakes
Thousands of things I’m not good at or don’t know

Managers
may be leaders
Design Leadership Kim Goodwin @kimgoodwin #leadUX © 2009-2014 3

Managers
may be leaders ...or not

Managers
may be leaders ...or not
But leaders don’t

have to be managers

design leader
Design Leadership Kim Goodwin

?
@kimgoodwin #leadUX © 2009-2014 4
Sketch
a good UX / design leader

Sketch

Sketch
coach
task o bst a c le
m a ste r m o ve r
m otivato

Sketch
coach
task o bst a c le
m a ste r m o ve r
m otivato

Leaders influence others
to accomplish shared goals

As leaders
we have 3 deliverables

vision
that’s compelling...and shared

vision & why it matters
hat tip to @jmspool

capability
to do more & better design

WANTED
Expertise in research, personas,
wireframing, visual design,
content strategy, testing,
coding, and nuclear physics.
Must have designed an award-
winning product just like ours.
At least 25 years experience
required; 20 or more in mobile.
Walking on water a big plus.
Generous salary equivalent to
the receptionist’s.

culture
that makes bad UX unthinkable

for example:
Disney
theme parks
Design Leadership Kim Goodwin The Disney Way, Capodagli

@kimgoodwin & Jackson, 1998.
#leadUX © 2009-2014 13
Today is about tools for these
1. Clearing a path to shared vision
Model project
By understanding & adapting to culture outline
2. Creating lasting change

Draft change
At an organizational & individual level plan
3. Building capability to do it
Team growth
Team roles, assessment, and skill-building opportunities
4. Defining yourself as a leader

Personal
Making the most of who you are growth plan

We won’t work ALL day...
Breaks around 11:00 and 4:00
Lunch 1:00-2:30

1
A path to
shared vision

We know how to
create vision &
communicate it

The hard parts:
shared vision
space for vision

Project issues
are symptoms

Project issues
are symptoms
Culture
is the cause

Project issues
are symptoms stated values
artifacts & systems
shared assumptions
Culture
is the cause

Ass-umptions

Ass-umptions
Real values:
- What’s important
- Who’s important
- What’s acceptable

What we swim in is invisible

What we swim in is invisible
Founding stories
Decision-making
Time & money

UX as martial art
use culture for momentum

Competing Values Framework
Simplified from Cameron & Quinn 2011, based on earlier works

Dynamic
Stable

Dynamic
Internal External
focus focus
Stable

Dynamic
Clan Adhocracy
Internal External
Hierarchy Market
Stable

Dynamic Adhocracy
External

Adhocracies value:
Novelty of vision
Experimentation
Passionate generalists
Adoption & growth

Clan Dynamic
Internal
Design Leadership Kim Goodwin @kimgoodwin #leadUX © 2009-2014

Clans value:
Employee satisfaction
Skill-building
Collaboration
Harmony

Internal
Hierarchy Stable

Hierarchies value:
Efficiency & structure
Consistency & compliance
Technical expertise
Risk management

External
Stable Market
Markets value:
Near-term profit
Quantifiable results
Speed
Beating competition

Organizations are blends
Clan Adhocracy
Hierarchy Market

Clan Adhocracy
Hierarchy Market

What’s hard about this culture?
How do you work with the culture?
15 minutes

Plan projects
for the culture

personas design
culture project plan

Plan for
progressive
commitment
Regardless of whether
it’s agile, waterfall,
agile-fall ... whatever

Agree on:

Agree on:
- What problem(s) are we solving and not solving?

Agree on:
- For whom?

Agree on:
- For whom?
- What do they need?

Agree on:
- For whom?
- What do we need?

Agree on:
- For whom?
- What do we need?
- What idea best meets both needs?

Agree on:
- For whom?
- What do we need?
- What about that idea needs refining?

Agree on:
- For whom?
- What do we need?
- What about that idea needs refining?
- What parts of that idea will we build and when?

Adhocracy
UX pros as
whiteboard ninjas

Adhocracy
UX pros as
whiteboard ninjas
Minimize
“process”

Clan
UX pros as
facilitators & coaches
Clan
Minimize
exclusion &
conflict
UX pros as
facilitators & coaches
Hierarchy
expertise
process
consistency

Hierarchy
Minimize
expertise disruption
& risk
process
consistency

Market
UX pros as
scientists
Minimize
time & risk
Market
UX pros as
scientists
But don’t be ruled by culture

Adhocracies do need process
... you just can’t call it that
First, let’s talk to some users, then we’ll do

some sketches and figure out where to go.

m s
th e
te a
l t h is
l o f
I c al
od e
o m
ca d
a v o

m s
th e
te a
l t h is
l o f
I c al
od e
o m
ca d
a v o

m s
th e
te a
l t h is
l o f
I c al
od e
o m
ca d
a v o

m s
th e
te a
l t h is
l o f
I c al
od e
o m
ca d
a v o

m s
th e
te a
l t h is
l o f
I c al
od e
o m
ca d
a v o

Checkpoints reduce fears
- When do I offer my ideas?
- When will I get to review your ideas?
- How do I know you won’t decide without me?

- Am I suddenly not valued?

Distinguish meeting types
- Generative meetings (2-3 people max)

- Working meetings (close collaborators)
- Decision meetings (key stakeholders)
- Communication meetings (others)

Hierarchies need flexibility
for early exploration
- Define early process steps with different rules

- Show how early sketching reduces risk & cost
new step step 1 step 2 step 3

Markets need time to think
“...on days of the most extreme time

pressure, the professionals in our
study were 45 percent less likely
to come up with a new idea or
solve a complex problem.”
- Teresa Amabile, Harvard Business School

Try defensive calendaring

Handout 1
summarizes key points
of culture & UX

Imagine we’re designing a new ATM

You need to build agreement about:
- Who users & customers are

- What they need
- What the business needs
- What concept best meets both needs
- What parts of it you’ll build & when
What activities or methods are the best

way to accomplish these in each culture?
20 minutes. Use handout 2.

Example
Clan
- Group brainstorming: interview sample & topics
- User interviews with broad participation
- Group synthesis
- Group brainstorming or sketch-a-thons
Hierarchy
- Senior manager interviews
- Senior manager approval of research plan
- UX team does interviews (invite senior manager)

What problems did you have?
Did you get agreement at all the

Think about a important stages?
recent project
What could you have done to
improve acceptance & shared
vision, given your culture?
Draft a better plan for next time.

15 minutes.

Negotiating
approach, scope & resources
Talk to the right person

Goals first
acknowledge theirs, explain yours

Have them make trade-offs
“Washington Monument Strategy”

Never negotiate against yourself

Using your culture as context
Person 1: negotiate for your plan

Person 2: see handouts
10 minutes
Handout 3
2
Change that lasts
smart company

smart company
filled with
brilliant designers

smart company
filled with
brilliant designers

The long & lonely road to perfect design & happiness

The long & lonely road to perfect design & happiness
new
exec
budget
issue
bad
attitude
arbitrary
deadline
UX is
not a
priority

changing culture = moving a mountain

changing culture = moving a mountain
3-5 years, minimum
once you have executive support & a plan

The mountain is
made of individual rocks

The mountain is
executives

The mountain is
executives
managers

The mountain is
executives
managers
individual
contributors

change = loss

What do they lose?
Designers...when you critique

What do they lose?
Product managers...if you propose requirements

What do they lose?
Engineers...when you provide a spec

What do they lose?
Engineers...when you provide a spec
Executives...when you ask for more design up front

For change to happen:
Perceived
LOSS

For change to happen:
Dissatisfaction with status quo

Perceived
LOSS Clarity about what to change
Understanding of how to get there
Adapted from Alexander Horniman, Darden School of Business

Relationship to loss
Denial
Anger
Bargaining
Depression
Has limitations, like
Acceptance all models....it’s not
really a linear process
Kubler-Ross, 1969
People deny:
- Need for change
- Your understanding
- Their ability to change
- Others’ ability to change

People deny:
- Need for change
- Your understanding
- Their ability to change
- Others’ ability to change
Create or amplify
dissatisfaction

Why anger?
- They hear “you’ve failed”
- If they’re not angry, did they hear you?

Why anger?
- They hear “you’ve failed”
- If they’re not angry, did they hear you?
Don’t take it
personally
Avoid dishing
(or taking)
blame

Bargaining = quicksand!

Bargaining = quicksand!
Make it a “yes, and...”

Ask if it will really accomplish the goal
Depression is inevitable

Depression is inevitable
Provide small
next steps

Discuss for each:
- Your instinctive response
- What “stage” is this person in?
- What’s a better approach?
15 minutes
See handout 4
Kurt Lewin’s process model

Unfreeze

Unfreeze
Transition

Unfreeze Refreeze
Transition

What are your
unfreezing
successes & challenges?

John Kotter’s 8-step model
1. Establish urgency
2. Develop a guiding coalition
3. Develop a vision
4. Communicate the vision
5. Enable action
6. Get short-term wins
7. Don’t let up
8. Make change stick

What are your
coalition-building
successes & challenges?

Best
short-term wins?

Continuous Change Cycle
Lawrence, Dyck, Maitlis & Mauws, 2006

evangelists
sell ideas

evangelists autocrats
sell ideas dictate practices

architects
establish systems

educators architects
shape intuition establish systems

individuals
systems

individuals
systems
cognition behavior

In UX change, the
“evangelism” stage is long
& often involves 2 fronts

A work-in-progress model of UX change

YOU

LOCAL
YOU COALITION

GRADUALLY
LOCAL
YOU COALITION
LARGER
COALITION

informal change
GRADUALLY
LOCAL
YOU COALITION
LARGER
COALITION

informal change mandate & plan
GRADUALLY
LOCAL
YOU COALITION
LARGER
COALITION

informal change mandate & plan executive-sponsored change
GRADUALLY
LOCAL
YOU COALITION
LARGER
COALITION

GRADUALLY EXECUTE PLAN WITH

LOCAL
YOU COALITION
LARGER GLOBAL PRODUCT &
COALITION SERVICE DELIVERY

EXECUTE PLAN WITH

LOCAL WHOLE COMPANY,
YOU COALITION
INCLUDING EMPLOYEE
SERVICE FUNCTIONS

1. Assess the context 1. Enlist an “autocrat” Many parallel activities with increasing scope:
2. Define the problem(s) 2. Define a global coalition - Evangelism / internal marketing
3. Identify what you can use 3. Assess the context - Creating or evolving product processes & tools
4. Define a vision 4. Define the problems - Education & skill-building with non-designers
5. Understand key influencers 5. Identify what you can use - Implementing new measurements & rewards
6. Demonstrate small wins 6. Define a vision - Changing leader habits that promote old culture
7. Evangelize 7. Understand key influencers - Increasing UX staffing
8. Build your coalition 8. Create a change plan
repeat 3 or more times
EXECUTE PLAN WITH

LOCAL WHOLE COMPANY,
YOU COALITION
INCLUDING EMPLOYEE
SERVICE FUNCTIONS

YOU
1. Assess the context

2. Define the problem(s)
3. Identify what you can use
4. Define a vision (organization, not product)

YOU

shared understanding of culture, process, practices, influencers

things in the way of delivering better UX (culture is usually the cause)

values and assumptions you can leverage

what should be culture, processes, tools, UX team scale & role

Make the vision concrete
- Values continuum
- Scenarios of a project
- Magazine feature
- Each role’s wish for others

YOU

5. Understand key influencers
6. Demonstrate small wins
7. Evangelize
8. Build your coalition

YOU

shared understanding of culture, process, practices, influencers

things in the way of delivering better UX (culture is usually the cause)

values and assumptions you can leverage

what should be culture, processes, tools, UX team scale & role

who they are, plus their goals, beliefs & behavior preferences

succeed, then measure & communicate success in the right way
7. Evangelize
target your conversations & style for influencers

enlist & equip allies, then go back to step 1

Informal change is iterative
YOU

4. Define a vision
7. Evangelize

LOCAL
YOU COALITION
1. Assess the context 1. Assess the context

2. Define the problem(s) 2. Define the problem(s)
3. Identify what you can use 3. Identify what you can use
4. Define a vision 4. Define a vision
5. Understand key influencers 5. Understand key influencers
6. Demonstrate small wins 6. Demonstrate small wins
7. Evangelize 7. Evangelize
8. Build your coalition 8. Build your coalition

LOCAL GRADUALLY
YOU COALITION LARGER
COALITION
1. Assess the context 1. Assess the context 1. Assess the context

2. Define the problem(s) 2. Define the problem(s) 2. Define the problem(s)
3. Identify what you can use 3. Identify what you can use 3. Identify what you can use
4. Define a vision 4. Define a vision 4. Define a vision
5. Understand key influencers 5. Understand key influencers 5. Understand key influencers
6. Demonstrate small wins 6. Demonstrate small wins 6. Demonstrate small wins
7. Evangelize 7. Evangelize 7. Evangelize
8. Build your coalition 8. Build your coalition 8. Build your coalition

Mandate & planning
1. Enlist an “autocrat”
2. Define a global coalition
4. Define the problems
6. Define a vision
8. Create a change plan

Mandate & planning
1. Enlist an “autocrat”
AND nearly all of the executive team
2. Define a global coalition

include leaders in all product & service delivery areas, plus HR

4. Define the problems
6. Define a vision
8. Create a change plan
mechanisms, leaders, resources, and timelines

Formal change: example @ big company

Evangelism / marketing
Product process / tools
Measurements & rewards

Leader behavior

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6+
Evangelism / marketing

Leader behavior

Evangelism / marketing Big push (events, etc.) Ongoing campaigns Integrate everywhere

Leader behavior

Product process / tools Process & principles Styleguide, standards Update as needed

Leader behavior

Measurements & rewards Define Implement in key areas Deploy everywhere Maintain
Leader behavior

Leader behavior Assess & coach Ongoing part of evaluation

UX change often hits a
capacity wall

capacity wall
UX capacity

capacity wall
UX capacity
Demand for UX

capacity wall
Worst response:
Try to do it all
UX capacity
Demand for UX

Solutions

Solutions
1. Split UX project time:
~ 2/3 driving projects that can succeed
~ 1/3 clearly framed as periodic advice only

Solutions
1. Split UX project time:
~ 2/3 driving projects that can succeed
~ 1/3 clearly framed as periodic advice only
2. Train others to make incremental improvements

- design principles
- user research basics

Education / skill-building
UX pros on projects
Top priority products
Customer-facing services
Medium priority products
Lower priority products
Employee service tools

Education / skill-building Engineers, PMs, key managers HR, IT, facilities As needed
UX pros on projects
Top priority products
Customer-facing services
Medium priority products
Lower priority products
Employee service tools

Education / skill-building Engineers, PMs, key managers HR, IT, facilities As needed
UX pros on projects
Top priority products Doing Doing Doing Doing Doing Doing
Customer-facing services Advising Doing Doing Doing Doing Doing
Medium priority products Advising Advising Doing Doing Doing Doing
Lower priority products Advising Advising Doing Doing Doing
Employee service tools Advising Doing Doing

Make a plan
30 minutes
See handout 5
With your current coalition:
1. Review your culture
2. Review change models
3. Do this exercise
HOMEWORK

3 Building capability

A practice leader’s aim is to
become obsolete

Many leaders > one hero
>

Managers
Ohhh, what have

I done ?!

Seniors
Why would I want to
do that?
Hey, boss, you’re in
the way.

Mid-to- Why would I want to
do that ?
seniors

Pick me !
Pick me !
Juniors

Practice leaders can play many roles

Recruiters

Networkers

Evangelists

Cruise
directors

Not everyone
can play every role
apprentice journeyman senior senior-plus

idealist, still works solo optimizes, diagnoses &
mastering (but rote) explains coaches
basics

Experimenters
can be disasters if
too junior

Counselors

Architects
Coaches

10 minutes
See handout 6
Objective evaluation
is the basis of good coaching

- First impressions
- Halo effect
- Similar-to-me effect
Evaluation challenges
Use clear standards
for each role & skill level

Examples of IxD skill Apprentice Journeyman Senior
Understand fixed constraints independently,

mostly
vs. potentially flexible ones, with guidance begin guiding
independently
and design accordingly others
independently, independently,
Generate original design mostly
begin guiding consistently
ideas independently
others guiding others
independently,
Work to elicit design ideas mostly
with guidance begin guiding
from others independently
others
Know & make appropriate independently,

mostly
use of a broad range of with guidance begin guiding
independently
design idioms and patterns others

How could we break
“does good ethnographic interviews”
into more specific criteria?

With all coaches on
your team:
1. Agree on key skills
2. Break them down
HOMEWORK 3. Define skill levels

Look for patterns
and consider behavior in context

Good coaches diagnose causes
- Lack of pattern vocabulary

- Lack of process tools
- Bad assumptions
- Poor communication with teammates

This helps in portfolio review
disasters good hires unicorns

Delivering effective feedback

1. Describe observed behavior
2. Describe observed results
3. Discuss observed results
4. Discuss what might be more effective

1. When you <did this>
2. I saw <this happen>
3. What was the outcome you were hoping for?
or This concerns me because <of this>
4. What do you think might be more effective?
or You might consider trying <this>

This helps with conflict mediation

3 negotiation roles
15 minutes
See handout 7
4 Reflecting on
ourselves as leaders

4 Reflecting on
ourselves as leaders
- 5 principles for effectiveness
- How values affect leadership
- Using behavior preferences
- Sustainable situational leadership
- One last action plan

Leader behavior
is the biggest factor in change
Primary mechanisms
- Attention
- Reactions to crises
- Role modeling
- Rewards
- Personnel decisions
See: Edgar Schein

Leader behavior
is the biggest factor in change
Primary mechanisms Secondary mechanisms
- Attention - Organizational structure
- Reactions to crises - Systems & processes
- Role modeling - Facilities design
- Rewards - Stories & myths
- Personnel decisions - Formal statements
See: Edgar Schein

“Great man” theory

“Great man” theory
mostly learned behavior

People can only judge
behavior

1. Be trustworthy
Honesty is the #1 quality
people require in a leader
Based on surveys of over 75,000

people internationally in the
late ‘80s & ‘90s
(Kouzes & Posner)

2. Inspire confidence
In you...and in themselves

3. Show you value people
(for their skills AND themselves)

The aesthetic usability effect
(see Hartman, 1999)

warmth
The aesthetic usability effect
(see Hartman, 1999)

4. Sell the right idea
Good design
Good storytelling

Ideas worth believing in are
intrinsically motivating
- Other-centered
- Challenging
- Not about tangible rewards
On intrinsic motivation, see: Edward Deci (1969); Deci & Ryan on self-determination theory; Daniel Pink (Drive)

5. Know yourself
10 minutes
See handout 8
Ask colleagues at all levels
how you could be better at:
- Inspiring trust
- Inspiring confidence
- Showing you value them
- Selling the right ideas
HOMEWORK

Leadership style
Nobody likes a “mushroom manager”

Extremes are the problem
concern for people
concern for task

adapted from Blake & Mouton

concern for people
concern for task


concern for people
concern for task


concern for people
concern for task


concern for people
concern for task


Style is partly about values
Examples in handout 9
Style is partly behavior preference
Get energy from Group interaction (E) Alone time (I)
Process information Facts & observations (S) Abstractions & ideas (N)
Make decisions Based on feelings (F) Based on thinking (T)
Prefer to organize life Structured & scheduled (J) Flexible & open (P)
MBTI is only one example; use any model you find useful!
For a free approximation of your MBTI, try:
http://www.humanmetrics.com/cgi-win/JTypes2.asp
Opposites judge one another

You’re so
slow!

You’re so You’re so
hand-wavy! slow!

How can you appeal to each?
Get energy from Group interaction (E) Alone time (I)
Make decisions Based on feelings (F) Based on thinking (T)
Prefer to organize life Structured & scheduled (J) Flexible & open (P)

We each have a natural range
Structured Flexible
Reserved Warm
Independent Collaborative
Hands-on Hands-off
People focus Task focus

More range = more contexts
Structured Flexible
Reserved Warm
Hands-on Hands-off
People
Task focused
focused

We can only stretch so far

Unmet needs = smaller range
Structured Flexible
Reserved Warm
Hands-on Hands-off
People
Task focused
focused

Unmet needs = smaller range
Structured Flexible
Reserved Warm
Hands-on Hands-off
People
Task focused
focused

the tree
DIES

Discuss your instinctive style,
when it hasn’t worked, &
what you can do about it
10 minutes
See handout 10
Make a plan
see handout 11
As with any craft:
The 10,000 hour rule applies
(K. Anders Ericsson)

Effective UX leadership all comes down to
designing our behavior for our context

Thanks!
let me know what you think
kimgoodwin@mac.com @kimgoodwin


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Design Leadership

© 2009-2014 | KimGoodwin@me.com | @KimGoodwin 1

© 2009-2014 | KimGoodwin@me.com | @KimGoodwin 2

Design Leadership Kim Goodwin @kimgoodwin #leadUX © 2009-2014 3

Design Leadership Kim Goodwin @kimgoodwin #leadUX © 2009-2014 3

But leaders don’t

Design Leadership Kim Goodwin @kimgoodwin #leadUX © 2009-2014 3

Design Leadership Kim Goodwin

Monday, April 7, 2014

Design Leadership Kim Goodwin @kimgoodwin #leadUX © 2009-2014 5

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Design Leadership Kim Goodwin @kimgoodwin #leadUX © 2009-2014 8

hat tip to @jmspool

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Design Leadership Kim Goodwin The Disney Way, Capodagli

2. Creating lasting change

4. Defining yourself as a leader

© 2009-2014 | KimGoodwin@me.com | @KimGoodwin 14

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culture project plan

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