Adaptive Path hosted MX 2010 these last couple days and I was lucky enough to attend. Here are some of my notes from day 1 of the conference:
Jared Spool, UIE
- Customer sat surveys are usually poorly designed and high scores don’t map to good experiences
- Gallup’s customer engagement measures are better
- Top 3 factors for buildng great experiences:
- 3 questions determining great experiences:
- Can everyone on your team describe the experience of using your design 5 years from now?
- In the last 6 weeks, have you spent more than 2 hours watching people use your design or a competitor’s design?
- In the last 6 weeks, have you rewarded a team member for creating a major design failure?
- The best teams are built on skills not roles
- Regular critique is critical
Craig Butler, CSAA
- Make design tangible
- Prototype quickly
- Bite-sized chunks
- But the majority of CSAA employees can’t relate to the “hip designer”
- CSAA Set up Yammer to open a dialog with employees and posted Glass Door reviews into Yammer feeds
Kaaren Harison, Intuit
- Important to have an internal brand for UX
- Wanted design to have go / no-go decision power on releases, but GMs couldn’t imagine having designers as part of that strategic decision.
- Why? Negative attributes of designers: complainers, prima-donnas, etc.
- Focus on personal brand: Power of One
- Ask team to provide peer feedback: 3 things good, 2 things bad. Designer picks one of the bad things to improve upon
- Put it in the designer’s goals
Tal Herman, Snapfish
- No, you used to be a designer
- As a design manager you can focus on strategy and tactics (e.g. design review)
- Only go to tactics if you have a good reason, otherwise risk undermining your designer
- Designer’s idea of “good enough” is different than the manager’s good enough
- Designer’s range is narrow, high on the scale. Manager’s range is much broader.
- Clearly identify which hat you are wearing with your team
- Design critique doesn’t have to be taken
- Business decision has to be taken
- Step back from your personal preferences. You are not your designers and they are not you.
- Be very clear about why a design falls outside the acceptable range.
- DEsigner is not a subset of UX Manager.
- Embrace conflict! (the messy stuff)
- Your 1st instinct may be to flee. Don’t. It’s in conflict that we reveal our true goals.
- Use language to take emotions a notch down:
- “When you ___ I feel___ because ___”
- “I can see you’re angry “- or – “I’m sorry you feel that way”
- “Can we have this discussion later today” (if you’re not ready to deal with conflict at that moment)
- Invite conflict, it gives you a sense of control
- Designate a devil’s advocate
- Designate a champion
- Take criticisms as a gift (even if they hurt)
- “Thanks for sharing. I can imagine that might have been difficult to say.”
- Diffuse the emotional urgency of criticism by ensuring that those who give it know that it is welcome
Heather Champ, flickr
- Change is difficult – users want to keep your service “still”
- Be prepared – make customers ambassadors, beta, document worst-case scenarios, don’t make promises you can’t keep
- Feedback has a lifecycle – Past 48 hours, feedback becomes more considered / useful, after 2 weeks things get quiet
- Be present, listen, iterate, acknowledge feedback
- Don’t panic! No quick-fixes, don’t roll-back changes (shifts power balance)
Richard Dalton, Vanguard
- Many projects at any given time, each so focused they lose sight of the big picture creating a schizophrenic experience
- Big picture forgotten for near term gain
- No consistent way to gauge success
- Identify user driven tasks and business driven tasks
- List all capabilities (web, phone, mail, email, mobile, etc)
- Projects come and go, but capabilities are always there
- Two tools Vanguard uses:
- Capability Strategy Sheet (a single capability)
- Experience Strategy Map (all capabilities)
- Help business reframe their ideas