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Why is this so hard? Understanding the challenges that inhibit design in your organization

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WHY IS THIS SO HARD?
Understanding the challenges that inhibit design
Adam Connor
aconnor@madpow.com
@adamconnor
Magga Dor...

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aconnor@madpow.net
@adamconnor
maggadora@madpow.net
@maggadora
#madpow
THE CHALLENGE
Design is gaining momentum

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aconnor@madpow.net
@adamconnor
maggadora@madpow.net
@maggadora
#madpow

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Why is this so hard? Understanding the challenges that inhibit design in your organization

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Design has been heralded as the savior of product and service offerings, and lately companies are scrambling to pick up designers everywhere they can find them. Innovation centers are springing up like mushrooms and it seems everybody is talking about the importance of knowing and understanding their audience. However, these new ways of working and thinking don’t seem to take hold, so people keep doing things the way they´ve always done them and users continue to suffer.

What causes these organizations with such good intentions and great talent to struggle?

An organization may be aware that it needs to change, but knowing what and how to change is hard. And for change to happen, organizations have to be ready for change. Using culture as a lens, we examine how people work together, how they believe things should work, and which values they share.

Design has been heralded as the savior of product and service offerings, and lately companies are scrambling to pick up designers everywhere they can find them. Innovation centers are springing up like mushrooms and it seems everybody is talking about the importance of knowing and understanding their audience. However, these new ways of working and thinking don’t seem to take hold, so people keep doing things the way they´ve always done them and users continue to suffer.

What causes these organizations with such good intentions and great talent to struggle?

An organization may be aware that it needs to change, but knowing what and how to change is hard. And for change to happen, organizations have to be ready for change. Using culture as a lens, we examine how people work together, how they believe things should work, and which values they share.

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Why is this so hard? Understanding the challenges that inhibit design in your organization

  1. 1. WHY IS THIS SO HARD? Understanding the challenges that inhibit design Adam Connor aconnor@madpow.com @adamconnor Magga Dora Ragnarsdottir maggadora@madpow.com @maggadora
  2. 2. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE CHALLENGE Design is gaining momentum
  3. 3. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow
  4. 4. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow
  5. 5. aconnor@madpow.net @adamconnor maggadora@madpow.net @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
  6. 6. aconnor@madpow.net @adamconnor maggadora@madpow.net @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
  7. 7. aconnor@madpow.net @adamconnor maggadora@madpow.net @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
  8. 8. aconnor@madpow.net @adamconnor maggadora@madpow.net @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?
  9. 9. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow • Belief gap • Behavior gap • Influence gap THE CHALLENGE Three gaps
  10. 10. THE BELIEF GAP
  11. 11. 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
  12. 12. 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
  13. 13. Beliefs THE BELIEF GAP The Culture Model
  14. 14. Beliefs Values THE BELIEF GAP The Culture Model
  15. 15. Beliefs Values Behaviors THE BELIEF GAP The Culture Model
  16. 16. Beliefs Values Behaviors Rituals THE BELIEF GAP The Culture Model
  17. 17. Beliefs Values Behaviors Rituals Artifacts THE BELIEF GAP The Culture Model
  18. 18. Beliefs Values Behaviors Rituals Artifacts THE BELIEF GAP The Culture Model
  19. 19. • 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
  20. 20. • 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
  21. 21. 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
  22. 22. 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
  23. 23. THE BEHAVIOR GAP
  24. 24. aconnor@madpow.net @adamconnor maggadora@madpow.net @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
  25. 25. aconnor@madpow.net @adamconnor maggadora@madpow.net @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
  26. 26. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Key Behaviors Design (Thinking) How does the company leverage design and design techniques?
  27. 27. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Key Behaviors Collaboration How well do teams collaborate on efforts (across departments, products, etc.)?
  28. 28. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Key Behaviors Leadership & Vision Has a shared, clear vision for the product, service, or organization been established and communicated?
  29. 29. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Key Behaviors Product* Management How well do teams/managers make decisions in alignment with the vision/strategy?
  30. 30. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Key Behaviors Production How capable is the organization of creating the products/services that they’ve envisioned?
  31. 31. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Key Behaviors Learning How able is the organization to continuously learn more about their users and use new insights to make decisions?
  32. 32. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Key Behaviors Experience How is the team managing and coordinating experiences for their products and services?
  33. 33. aconnor@madpow.net @adamconnor maggadora@madpow.net @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
  34. 34. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Capability Motivation Opportunity Behavior COM-B Model For Understanding Behavior – Michie et al Addressing The Gap
  35. 35. aconnor@madpow.net @adamconnor maggadora@madpow.net @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
  36. 36. aconnor@madpow.net @adamconnor maggadora@madpow.net @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 Skills & 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.
  37. 37. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow THE BEHAVIOR GAP Addressing The Gap Capability Motivation Opportunity Behavior COM-B Model For Understanding Behavior – Michie et al Skills & Knowledge Tools & Materials Communication & Language Structure & Roles Policies & Processes Environment Incentives & Metrics Structure & Roles
  38. 38. THE INFLUENCE GAP
  39. 39. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Identify the people you can get on board Understand your ability to influence these people Communicate based on what they are ready to hear INFLUENCE GAP Influence
  40. 40. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Not aligning change efforts and information with a level that others can understand and act on. Not identifying partners and audiences for our change efforts in ways that build momentum. INFLUENCE GAP How it presents
  41. 41. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change
  42. 42. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change
  43. 43. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change
  44. 44. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change
  45. 45. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change
  46. 46. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change
  47. 47. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change
  48. 48. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow Con- templation Preparation Action Maintenance Relapse Pre- contemplation INFLUENCE GAP Model of change Create awareness and change in values and beliefs Persuade and motivate Educate Facilitate Reinforce change, reminder communications Identify what causes old behavior to remerge
  49. 49. • Everybody can influence culture
  50. 50. DIRECT INFLUENCE
  51. 51. PARTIAL INFLUENCE
  52. 52. VIRAL INFLUENCE
  53. 53. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow By building this map and listening for where people are in the change model, we can understand • Who we can influence • How we formalize the message to them • When to include them Armed with that information you can have a strategy forward. INFLUENCE GAP Addressing the gap
  54. 54. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow No matter what your position is, you have the ability to influence the behaviors (and by extension, beliefs) of those around you. The simplest way to begin is to look for opportunities to build trust and ask questions. INFLUENCE GAP Everybody can influence culture
  55. 55. aconnor@madpow.net @adamconnor maggadora@madpow.net @maggadora #madpow • Design DOES have more attention on it than ever before. • We have a wide variety of tactics for strengthening design capacity within our organizations. • By understanding culture and how change is adopted we can better understand: • How to to combine tactics • When to use them • And who to use them with • We can approach our efforts as we would a design challenge. CLOSING In Summary
  56. 56. ANY QUESTIONS? Adam Connor aconnor@madpow.com @aconnor Magga Dora Ragnarsdottir maggadora@madpow.com @maggadora

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