Download - Stop Doing What Youre Told
The title of this presentation is
which, if you think about it for too long, is a rather odd and difficult imperative statement, as complying with this command would also place you in violation of this command…
This presentation has been lovingly crafted by S T E P H E N P. A N D E R S O N and will begin in a few moments. Tweeting? Please use #whywhy and/or #ias13 hashtag. Comments and questions may alse be directed to @stephenanderson. Enjoy!
Stop Doing What You’re Told!
Anderson
Product
DesignStrategy aND
Stephen P.
Stephen P. Anderson
Consulting
Anderson
Product
DesignStrategy aND
Stephen P.
Stephen P. Anderson
Consulting
Anderson
Product
DesignStrategy aND
Stephen P.
Stephen P. Anderson
Consulting
A C T I V I T Y
(example from Marc Rettig)
You have 2 minutes. Design a vase.
A C T I V I T Y
(example from Marc Rettig)
You have 2 minutes. Design a vase.Design a better way for people to enjoy flowers in their home.
Always the beautiful answer who asks a more beautiful question.”
– E . E . C U M M I N G S
“
?
FRAMING
DESIGN AS
PROBLEMSOLVING
FUNCTION AND FORM
STYLE
NO CONSCIOUSDESIGN
A ROUGH DESIGN MATURITY CONTINUUM
+
!!!!!
Design redefines the challenges facing the organization.
Framing sets the agenda, outlines the boundaries and axes of interest, and moves design from executing strategy to shaping strategy. Disruptive innovation lives here.
Design finds new opportunities by solving existing problems.
Design process generates alternatives within a problem space. Design also narrows down those options to a specific solution.
Design makes things work better.
This is the classic practice of design - but it's still commonly limited to incremental improvements through iteration over existing solutions.
Design is the gateway to be hip and cool.
Design is stylish, but too often is percieved and practiced as a cosmetic afterthought.
Design value isn't recognized.
This attitude fosters design by default - however things come out is fine, because there are more important issues to deal with.?
www.bplusd.org
© 2005, Jess McMullin
bplusd
BUSINESS+DESIGN
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )
?
FRAMING
DESIGN AS
PROBLEMSOLVING
FUNCTION AND FORM
STYLE
NO CONSCIOUSDESIGN
A ROUGH DESIGN MATURITY CONTINUUM
+
!!!!!
Design redefines the challenges facing the organization.
Framing sets the agenda, outlines the boundaries and axes of interest, and moves design from executing strategy to shaping strategy. Disruptive innovation lives here.
Design finds new opportunities by solving existing problems.
Design process generates alternatives within a problem space. Design also narrows down those options to a specific solution.
Design makes things work better.
This is the classic practice of design - but it's still commonly limited to incremental improvements through iteration over existing solutions.
Design is the gateway to be hip and cool.
Design is stylish, but too often is percieved and practiced as a cosmetic afterthought.
Design value isn't recognized.
This attitude fosters design by default - however things come out is fine, because there are more important issues to deal with.?
www.bplusd.org
© 2005, Jess McMullin
bplusd
BUSINESS+DESIGN
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )
What I’m not talkin! about (thou!h relevant and important!)
Tame, Complex, Wicked and Super-Wicked Problems
Systems Thinkin!
4 Types of Problem According to Drucker, there’s four types of problems:
1. Truly Generic (individual occurrence is a symptom; Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution3. Truly exceptional, truly unique4. Early manifestation of a new generic problem
Known vs Unknown Problems
Cynefin Framework
Chaotic, Complex, Complex and Simple Problems
Frames, Metaphors, Lan!ua!e (a la Lako"),
Lin!uistic Relativity
Adjacent Problems
What I’m not talkin! about (thou!h relevant and important!)
Tame, Complex, Wicked and Super-Wicked Problems
Systems Thinkin!
4 Types of Problem According to Drucker, there’s four types of problems:
1. Truly Generic (individual occurrence is a symptom; Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution3. Truly exceptional, truly unique4. Early manifestation of a new generic problem
Known vs Unknown Problems
Cynefin Framework
Chaotic, Complex, Complex and Simple Problems
Frames, Metaphors, Lan!ua!e (a la Lako"),
Lin!uistic Relativity
Adjacent Problems
Unicorns!
*Build a tricycle with wings!
*Build a tricycle with wings!
(SILLY REQUEST)
*B
What color do you want it?
Build a tricycle with wings!
(SILLY REQUEST)
*B
What color do you want it?
Build a tricycle with wings!
BWe can try out some
HTML5-coated titanium!
(SILLY REQUEST)
*B
What color do you want it?
bStop.
Why is this valuable? And
for whom?
Build a tricycle with wings!
BWe can try out some
HTML5-coated titanium!
(SILLY REQUEST)
*B
What color do you want it?
bStop.
Why is this valuable? And
for whom?
Build a tricycle with wings!
BWe can try out some
HTML5-coated titanium!
(SILLY REQUEST)
Let’s name some bad requests.
But first… Write down a recent problem you were asked to solve.
Is this the real problem, or are we…
“Anchorin!”Framin! the problem in the context of a specific solution which immediately discounts all other solutions
write some case studies to show
how our customers love us!
We need a health game to help employees meet wellness goals
Design a better way for people to enjoy flowers in their home.
Design a vase.
Experience Focused.Product or Task Focused
Design a better way to learn about [topic]
Design a better search engine results page.
Experience Focused.Product or Task Focused
Experience Focused.Product or Task Focused
Experience Focused.Product or Task Focused
Calculator Calcbot Soulver
If we’re thinking of [designing] a lunchbox we’d be rea&y careful about not having the word “box” already give you a bunch of ideas that could be quite narrow. Because you think of a box as being square and like a cube. And so we’re quite careful with the words we use, because those can determine the path you go down.
— S I R J O N A T H A N I V E O N “ B L U E P E T E R ”
Is this the real problem, or are we…
We need a new Drupal CMS to make it easier for our team to edit pages.
“Solutioneerin!”Framin! the problem in terms of a technolo!y purchase when the issues may not be technical
Our company needs a Sharepoint installation.
Is this the real problem, or are we…
“Wishlistin!”Framin! a problem as a set of desired features
We need our new site to be able to do this,
this and this.
Is this the real problem, or are we…
Y
We're going to be the iTunes of health
insurance!
“Buzzwordin!”Likenin! the solution to some other popular product or service
This will be the Angry Birds of online
shopping!
Y
Is this the real problem, or are we…
“Frankensteinin!”Framin! the problem as a blend of thin!s (that may or may not mix)
YouTube meets Craigslist
A tool for students to log into the computer lab, but also a way for teachers to sift through
student data
Friendster + Tribe + Craigslist
Is this the real problem, or are we…
“Boilin! the Ocean”Framin! the problem as a HUGE blend of thin!s that are most certainly not acheivable out of the !ate!
iTunes + iPhoto + YouTube + Facebook + Cloud Storage
Eva-Lotta Lamm drew this!
Is this the real problem, or are we…
“Treatin! a Symptom”Reactin! to ur!ent problems rather than seekin! the reason for that problem
We need more customer support folks to answer all
these incoming calls.
Is this the real problem, or are we…
“Treatin! a Symptom”Reactin! to ur!ent problems rather than seekin! the reason for that problem
We need more customer support folks to answer all
these incoming calls. Why are you gettting so many calls? How can we improve the product to reduce the number of incoming
calls?
Our customers don’t know how to use [x].
Let’s give them more training... or add more
instructional text. Or maybe a ‘tooltip’ to explain what to do.
(Insert Jeremy’s example from Quizno’s)
The problem of !ettin! a kid to learn to ride a bike… Two solutions:
The engineer looks at the problem and says "Oh, Timmy falls down. We can fix that:"
The designer looks at the problem and says: "What if Timmy keepsfalling down because he isn't learning to balance, in turn becausewe're giving him too many things to learn at once? What if we takesomething away?"
trainin! wheels pushbike
http://doriantaylor.com/teachin!-timmy-to-ride
Is this the real problem, or are we…
“Amplifyin! the Feedback”Allowin! the complaints (or praise) of a few people to drive decisions, even when statistically invalid
We must fix this now! I’ve got several customers complaing
about our new changes
Is this the real problem, or are we…
We’ve tried that before
“Hamstrin!in!”Artificially constrainin! the problem with assumptions (usually tech, user or political)
Our technology doesn't allow us to do that The Senior VP will
never go for that
Is this the real problem, or are we…
We’ve tried that before
“Hamstrin!in!”Artificially constrainin! the problem with assumptions (usually tech, user or political)
Our technology doesn't allow us to do that The Senior VP will
never go for that “John selects a nearby fishing spots on the map”
“John needs a way to discover a great new fishing spot”
Is this the real problem, or are we…
“Bandwa!onin!”Framin! the problem as somethin! important to do because everyone else it doin! that thin!
We need a Facebook page!
We need a blog
Is this the real problem, or are we…
“Narrowin! the problem”Framin! the problem in the context of a specific solution which immediately discounts all other solutions
Book a hotel
Is this the real problem, or are we…
“Narrowin! the problem”Framin! the problem in the context of a specific solution which immediately discounts all other solutions
Book a hotel
which sellers will give me the products I want with the
best contract offer?
User needs to compare pricing.
Is this the real problem, or are we…
We need a new homepage to promote our featured deals.
“Pacifyin! [insert name]”Problem is framed entirely in terms of one !roup's priorities (typically the business)
Users will complete brief conversation surveys that will help us measure program impact
Is this the real problem, or are we…
“Bein! Presumptuous”Presumin! users will do some implausible activity.
User will book a hotel w/ Expedia People will educate their
families, friends about our life saving product
Is this the real problem, or are we…
“Overlookin! the Obvious”Problem as presented is missin! a vital piece of information or based on a flawed assumption
Where to best add armor to the plane's structure?
Where to best add armor to the plane's structure?
A B
A B
WRONG PROBLEM!
! ?
! ?
(RIGHT PROBLEM TO SOLVE)
Is this the real problem, or are we…
“E!o Strokin!”
[Insert whatever you like - the HiPPO* asked for it…]
*Hi!hest Paid Person’s Opinion
Problem exists because it's important to the HiPPO
Is this the real problem, or are we…
“Flavorin!”
Like AirBNB, but with this missing feature
Framin! the problem as an existin! product + “missin!” features.
*credit !oes to Matthew Milan for this one!
Is this the real problem, or are we…
“Satisficin!”
"Don't spend too much time on this"
*as practiced!
M.V.P.*
Aims for a "!ood enou!h" solution that avoids the risk and costs associated with identifyin! and respondin! to the root problem
Is this the real problem, or are we…
“Followin! the Leader”
Just copy Amazon
Framin! the problem as havin! been already been solved by someone else
Is this the real problem, or are we…
“Supsendin! Reality”
We're building THE Community for parents of
Type I diabetics
Believin! the problem has not been solved already.
ALREADY EXISTS!
Is this the real problem, or are we…
“Future Proofin!”
This UI looks great while we only have a few options, but we’ll have hundreds in a few years! We need to design for both…
Solvin! for a problem that doesn’t exist yet
Anchorin!Solutioneerin!Wishlistin!Buzzwordin!Frankensteinin!Boilin! the OceanTreatin! a SymptomAmplifyin! the FeedbackHamstrin!in!Bandwa!onin!
Narrowin! the problemPacifyin! [insert name or role]Bein! PresumptuousOverlookin! the ObviousE!o Strokin!Flavorin!Satisficin!Followin! the LeaderSupsendin! RealityFuture Proofin!
http://bit.ly/badproblemsPlease add to, edit, and improve this list:
“So… How can I write a GOOD problem statement?”
One simple tip:
Ask Why
Getting to the real problem…
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
I!nore requirements (and user stories)
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
I!nore requirements (and user stories)
x
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
I!nore requirements (and user stories)
x
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
I!nore requirements (and user stories)
x x
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
I!nore requirements (and user stories)
x x
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
I!nore requirements (and user stories)
x x
Y=
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
I!nore requirements (and user stories)
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Keep questionin! for clarity (why? why? why?)
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Keep questionin! for clarity (why? why? why?)
My wallpaper is peelin! o"– how do I !et the wallpaper to stay on the wall?
Why is it fallin! o" the wall?
The wall is wet
Why is the wall is wet?
The wall is wet because there’s a leak in the attic.
Why is there a leak in the attic?
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Desired Outcome(s)Worksheet
Define the desired outcomes
Who needs what by when?Why do they want it?What are their conditions of satisfaction?How will we measure success?
If Who = userWhat Needs and Insi!hts are drivin! this request?
Focuses on Desired OutcomesShifts the conversation to ExperiencesCreates a Generative Thinkin! SpaceFocuses on ValueEncoura!es Objective Feedback
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Desired Outcome(s)Worksheet
Define the desired outcomes
Who needs what by when?Why do they want it?What are their conditions of satisfaction?How will we measure success?
If Who = userWhat Needs and Insi!hts are drivin! this request?
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Desired Outcome(s)Worksheet
Define the desired outcomes
Who needs what by when?Why do they want it?What are their conditions of satisfaction?How will we measure success?
If Who = userWhat Needs and Insi!hts are drivin! this request?
A teenage girl needs
more nutritious food
because vitamins are
vital to good health
A teenage girl with a bleak outlook needs to feel more socially accepted when eating healthy food, because in her hood a social risk is more dangerous than a health risk
*example from Stanford D. School
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Business Goals
User Goals
Desired Outcome(s)
Desired Outcome(s)
Resolve conflictin! desired outcomes
the Sweet Spot!
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Business Goals
User Goals
the Sweet Spot!
Desired Outcome(s)
Desired Outcome(s)
Resolve conflictin! desired outcomes
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Desired Outcome(s)
Separate Real from Perceived Constraints
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
CONSTRAINT
CONSTRAINT
CONS
TRAI
NT
CONS
TRAI
NTDesired Outcome(s)
Separate Real from Perceived Constraints
You can pry the greenscreen out of my cold, dead hands
Separate Real from Perceived Constraints
Our technology stack doesn’t let us do that…
The CEO will never go for that
We’ve already tried something like that
Separate Real from Perceived Constraints
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Separate Real from Perceived Constraints
CONSTRAINT
CONSTRAINT
CONS
TRAI
NT
CONS
TRAI
NTDesired Outcome(s)
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
CONSTRAINT
CONS
TRAI
NTDesired Outcome(s)
CONS
TRAI
NT Desired Outcome(s)
CONSTRAINT
CONSTRAINT
CONS
TRAI
NT
CONS
TRAI
NT
Step back, look for complementary projects… and people!
Project C
Project AProject B
Project B
Project A
Step back, look for complementary projects… and people!
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Step back, look for complementary projects… and people!
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567
Step back, look for complementary projects… and people!
Keep questionin! for clarity (why? why? why?)Define the desired outcomesResolve conflictin! desired outcomes
I!nore requirements (and user stories)
Separate Real from Perceived Constraints
guide, w//o directing
Step back, look for complementary projects… and people!Rinse & repeat. Learn alon! the way.
234
1
567 Rinse & repeat. Learn alon! the way.
Stop. Why are we
doin! this? What is the Desired
Outcome?
Good. You're finally askin! the ri!ht questions!
Thank you!
Stephen P. [email protected]
slideshare.net/stephenpa
getmentalnotes.com
www.slideshare.net/stephenpa