“They have no idea how to work with a real design team.” We’ve all heard or said something like that about people on our product teams, especially developers. While that’s a natural response to a breakdown in communication or a road bump during implementation, over time it can create an “Us vs. Them” mentality that does more harm than good. So how do we avoid scratching the itch. How do we keep avoiding giving in to the cynicism? As a design leader, how do you balance your team’s frustrations and continue to motivate them to deliver quality user experiences?
5. ● Social identity theory
● Developed by Henri Tajfel, late 70s
● Social identity to explain group behavior
● Proposed that groups we identify with
are a source of pride and self-identity
● To increase self-image, we try to boost
our group’s image
● To boost group’s image we create “in-
groups” (us) and “out-groups” (them)
What do we mean: Us vs. Them?
Me
Us
Right
Good
Self
6. Social identity theory
at a glance
Personal identity
Social categorization
Social identification
Social comparison
In-group (“us”) Out-group (“them”)
Favorable view Unfavorable view
Satisfied social identity Dissatisfied social identity
What’s the difference between my group &
others?
What groups exist?
Which groups do I belong to?
Definition of self
7. Why is it bad?
An “us vs. them” mentality seeks out the bad in
others as a way to promote the good in ourselves.
9. ● Traditionally developer-led
● In 2012, announced IBM Design initiative
● Emphasis on user-centered design thinking
● Design now sits at the table with
project management and development
● Majority of designers employed < 5 yrs
● Colleagues in project management and
development often share a history
● This is NOT just an IBM problem
‘Us vs. them’ at IBM
17. Self-awareness
Realize that you and your
team are susceptible to it.
As a design leader your
challenge is to curb this.
Empathy
These days we talk so much
about empathy for the users
that we often forget to have
empathy for our colleagues.
How do we avoid it?
18. Be willing to critique and improve your
own behaviors first.
It’s easy to say that the people I work
with should “get on my level.” You
need to be willing to hold yourself
accountable as well though.
“Can I be doing communicating better?”
“Am I making too many assumptions?”
How do we avoid us vs. them?
19. Avoid stereotypes
They exist, but once you buy
into them you neglect the
person’s humanity.
It’s a cop out, and it’s lazy!
How do we avoid us vs. them?
20. “Yes, and …”
It’s easy to play devil’s
advocate. Instead of
dismissing people’s ideas
and suggestions, push
yourself to build on them.
How do we avoid us vs. them?
YES ...
AND ...
21. Be an advocate
Find a way to champion
them or their work. When
you care about their
success, you foster
improved working
relationships.
How do we avoid us vs. them?
23. Go to their meetings
Scrum meetings, standups,
planning meetings—
whatever it is. If there’s an
open-door policy, then make
it a point to attend at least
occasionally.
How do we avoid us vs. them?
24. Socialize outside of work
You’d be surprised what
sharing a meal will do to
team dynamics. Don’t pass
up an opportunity to connect
with your colleagues, even
at the occasional happy
hour.
How do we avoid us vs. them?
25. Learn their tools
Learn to code, learn project
management principles. Just
like speaking the language
when you visit a foreign
country, people don’t expect
perfection but they
appreciate the effort.
How do we avoid us vs. them?
26. Find teachable moments
Be willing to explain, even if
it’s the 1,000th time. Be willing
to explain your design
decisions with logical
justifications.
Your design process shouldn’t
be shrouded in secrecy.
How do we avoid us vs. them?
28. Over time you’ll notice a
change in perceptions either
in the work you present or in
the ideas you put forward.
Realize it takes time, and
take the small wins where
you can. You may not win
everyone over, but you’ll see
things change for the better.
How do we know if it’s
working?
29. Developers, product managers, executives, clients, fellow designers—
at the end of the day, they’re all people just like you and me. They have
goals, aspirations, fears, anxieties, insecurities, families, bosses and so
on. As a leader, specifically as a design leader, your craft, your
medium—it’s people. Your effectiveness as a leader is directly
correlated to your ability to know and connect with people. Empathy is
your currency, and the more you have it and the more you develop it,
the more effective you are as a leader and as a designer.
30. Any questions ?
You can find me at
◉ @heyjohnmurray
◉ heyjohnmurray@gmail.com
Thanks!
