uxpa 2012 ucd and change management
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UCD and Change management - presentation at UXPA 2012 Las VegasTRANSCRIPT
UCD and Change Management
Henning Brau Tobias Limbach June 7th, 2012
UXPA 2012 Las Vegas
01. DETERMINING POSITIONS
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TODAY‘S SCOPE: IMPLEMENTING USER-CENTERED-DESIGN IN A COMPANY 01. DETERMINING POSITIONS
USABILITY
DESIGN
SOFTWARE
REQUIREMENTS
CONCEPTS
CONTEXT
TESTING
02. CHANGE MANAGEMENT AND UCD
THE UNFULFILLED PROMISE & COMMON APPROACHES 02. CHANGE MANAGEMENT AND UCD
UCDneedstoliveUXManagersWeare thelawyersoftheusersiterativeoragileprocessasNielsenalready5usersareenough300%ROI&UXMatters
Communication
Knowledge
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http://www.insideoutshop.de/ images/GuruGuruEssen.jpg
http://www.12manage.com/images/picture_design_thinking.jpg
http://branddna.files.wordpress.com/2010/ 02/c2bfque-es-el-design-thinking1.jpg
http://www.bluehaired.com/corner/wp-content/uploads/2009/12/this-is-service-design-thinking.jpg
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UX-CRUSADES IN COMPANIES 02. CHANGE MANAGEMENT AND UCD
− We are experts!
− We have established methods!
− We generate added value!
− We have standards on which our
work is based on!
− We are the lawyers of the user!
http://www.monacensis.de/tipps/wehrtechnik/Die_Muenchner_Sagitari/images/schlacht.jpg
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UX-CRUSADES – MISSIONARY ZEAL AND THEN WHAT? 02. CHANGE MANAGEMENT AND UCD
UCD is not the only
way to happiness (did you know?)
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UCD IS NOT THE ONLY WAY TOWARDS HAPPINESS 02. CHANGE MANAGEMENT AND UCD
− Product development is paradigmatic » Visual Design = aesthetic/creative » Engineering = problem solving/efficient » UCD = phenomenological/reactive
− Paradigms pursue the same goal and attain it.
− There is no right way.
−Who keeps only to peers / builts up his own sect with followers, looses access to other paradigms.
03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
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MANAGEMENT SYSTEMS = SOCIAL STRUCTURE AND POWER SYSTEMS 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
Change could apply to different levels; participation raises power distance
Portfolio & Orientation • Integration into business areas
• Introduction and management of strategic
orientation
Goals & Values • Definition of overall company goals
• Definition of company values
upper management
members of staff
- Normative -
- Strategic-
- Operative -
middle management
lower management
E1 (Board)
E2 (Center)
E3 (Dept.)
E4 (Team)
C-Levels
A-Level
Implementation • Process definition
• Process execution and optimization
Engineer
Powe
r-Di
stan
ce-R
educ
tion
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BASICS: ABOUT THE INERTIA OF MASSES 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
Newton’s laws:
− “Every body persists in its state of being at rest except insofar as it is compelled to change its state by force impressed.”
Changes need sufficient energy.
− “To every action there is always an opposite reaction.”
The change’s recurring action potential must be bigger than the one for preserving the state of being at rest.
Documentation / Communication without context = Counter movements
http://de.academic.ru/pictures/dewiki/78/Newtons_laws_in_latin.jpg
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03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
Revolutionary Answer to crisis » Changed market forces (Crash) » Technological Developments (iPhone) » Social Trends (Bio/Eco)
− When a paradigm promises to solve crisis = Change probable
− Resistances are generally given, but „lame duck“ if critical situation is accepted
Evolutionary A commitment is the trigger » Unfulfilled promises of salvation » Anticipation of trends
− Change does not seem necessary, thus high potential of resistance
− Without creating the critical mass = no change
ENERGY SOURCES FOR ORGANIZATION CHANGES
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CONTRADICTIONS 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
What is the Change Management
Paradox?
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SYSTEM DEVELOPMENT MEANS REDUCING UNCERTAINTIES 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
− There are time schedules
− There are budgets
− There are methods and processes
Why? In order to create security.
Require-ments
Concept Implemen-
tation Testing &
Deployment Further
Development Sundown
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CHANGE MEANS CREATING INSECURITIES 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
Note: Friction creates heat.
UNFREEZE FREEZE FREEZE
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RESISTANCE – REACTANCE THEORY (BREHM, 1972) 03. PHYSIOLOGY & PSYCHOLOGY OF CHANGE
1. Consequence of a perceived restriction of room for free action (self-efficacy).
2. Reaction: regain lost room for perceived self-efficacy (actively / passively).
− Resistance is necessary, has reasons, and has rationalization within its context
− Never try to break or rationalize away resistance!
− Participation raises awareness of own room for action and enhances quality
− Measures that create acceptance reduce reactance
04. MANAGE THE CHANGE
REQUIREMENTS
CONCEPTS
CONTEXT
TESTING
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APPROPRIATE ROLE WITHIN THE WORK ENVIRONMENT OF USABILITY/UX 04. MANAGE THE CHANGE
USABILITY/UX MANAGER User Requirements Engineer
Interaction Designer Information Architect
User Interface Designer Usability/UX Tester
− Is responsible for the UCD across units
− Competent in processes and methods
− Plans and monitors the UCD
− Defines tasks and results
− Ensures quality of execution
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CHANGE MANAGER VS. USABILITY / UX PROFESSIONAL 04. MANAGE THE CHANGE
• Focus on user group(s) and their goals in a specific context
• System design from the user’s point of view
• „Lawyer of the user“: Cooperation with Peers
• Micro politics as source of irritation
CLIENT CUSTOMER 1
CUSTOMER 3 CUSTOMER 2
CHANGE MGR.
• Focus on internal customer group(s) and their goals within the organization
• Organization design from the customer’s point of view
• Neutral partner within the organization
• Micro politics as means for work
CLIENT DESIGN
USER DEVELOPMENT
USABILITY/UX
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CHANGE MANAGER AND. USABILITY / UX PROFESSIONAL 04. MANAGE THE CHANGE
CHANGE MGR.
• Is working with people
• Needs to understand different contexts
• Needs to know motivations and expectations of people
• Needs to be creative to convince people
USABILITY/UX
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SOME BASIC RULES: #1: BE NEUTRAL 04. MANAGE THE CHANGE
Anyone who is the beneficiary is in danger of being noncredible. If the change manager’s trust
balance is negative, the project is probably lost.
− The change manager moderates, mediates, and documents
» Is a man of conviction – no fervent crusader
» Is factual in a comprehensible way in his decisions
» Is partner of all lots
» Is planner and companion, not shaper
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SOME BASIC RULES: #2: DEFINE A CLEAR SCOPE 04. MANAGE THE CHANGE
Change Processes fail if they become too large because the critical mass cannot be attained. If goals are set, a strategy can be established:
− Change Processes are potentially never-ending, therefore a project character is needed » Definite start, definite end, definite deliverables, definite intermediate steps Project management
− 10 stakeholders have 100 opinions about what is needed » Consult extensively, but push for a binding decision
− Document the scope, do not deviate from it » If expansion is needed, reduce elsewhere – or stop!
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SOME BASIC RULES: #3: CREATE NUMBERS (KPI) – CREATE SECURITY 04. MANAGE THE CHANGE
Target figures and methods of project management create security, especially in technical domains:
− Gather plausible, resilient figures (time, expenses, benefits)
− Let yourself be measured based on these figures
− Be realistic – do not make promises which you cannot keep
10 steps saved x 30 employees x 50 walks per shift = 3.3 million steps / year = 86 workdays
300 users x 4 usages a day x 3 seconds = 3.3 million steps / year = 27,5 workdays
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SOME BASIC RULES: #4: KNOW AND USE QUALITY MANAGEMENT 04. MANAGE THE CHANGE
Quality Management according to ISO 9001:
− Quality = Product meets certain usability demands for a specific context (US product
liability law: “fitness for use“)
− ISO 9241-part 110: Effective, efficient, and satisfactory achievement of objectives in a
specific context
− When a company is certified according to ISO 9001 or works for a certified company, the QM
representative has great influence on the company
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SOME BASIC RULES: #5: BE COMPETENT, COMMUNICATEE TARGET GROUP ORIENTED 04. MANAGE THE CHANGE
Change Processes fail if the change agent is seen as outside of the field or out of touch. Therefore, context and user research is necessary:
− Acquire extensive knowledge about special fields and their vocabulary
− Analyze and understand fundamental processes, roles, and tasks
− Analyze potential to change, know positive impacts as well as negative ones
−Work out strategies of communication based on factors relevant for acceptance: » Level » Units » Occasions
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SOME BASIC RULES: #6: INVOLVE MANAGERS BY COLLECTING ASSIGNMENTS 04. MANAGE THE CHANGE
The lower level cannot evade your work if you have an assignment of the next higher one:
− Never tell management what you want to do but ask: 1. What potentials and risks the change would have in his area 2. What you should do for him in what time frame in order to realize the potentials 3. Who from his team you can involve
− Give announced feedback on a regular basis in a form suitable for management: » This was the assignment » This was achieved with these people » These difficulties occur/occurred » These suggestions need to be confirmed
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SOME BASIC RULES: #7: INVOLVE EXTENSIVELY, BUT FORCEFULLY 04. MANAGE THE CHANGE
Participation can be ordered, but not personal dedication. Cooperation must be mandatory and aligned with personality in order for multiplier effects to take place
− Implementation is achieved on level of operation » Creation of a network of committees across special fields
− Identification (conferences!) and team spirit must be actively created
− Approval process on a higher level provides for sustainability
− Clear stages of escalation in the hierarchy create pressure to succeed
− In the beginning there are small, clear-cut goals, where cooperation takes place
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SOME BASIC RULES: #8: LEARN TO HANDLE RESISTANCES 04. MANAGE THE CHANGE
Reason for resistance Course of action
Information deficit of stakeholders; rumors and misjudgment
Communication: Deliver targeted information for stakeholders from a reliable source
One-sided information deficit of change agents; stakeholders have considerable potential for resistance
Participation with regard to content: Win and engage multipliers, also against initial resistances; avoid one-sided communication!
Stakeholders’ resistance caused by adjustment problems
Protect affected stakeholders; offer support, trainings
Win-loss situation for stakeholders; powerful groups of interest
Negotiate contents; accept deviations from plan without extending the scope in order to have your foot in the door
Resistance against mandatory imposition Disciplinary intervention by means of hierarchy; point out consequences
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ROLES & TASKS OF A SUCCESSFUL CHANGE MANAGER 04. MANAGE THE CHANGE
1. Definition of scope with client
2. Analysis of organization and processes (as-is) with client, including stakeholder analysis
3. Recognise potentials for change
4. Acceptance projection
5. Identification of alliances
6. Strategy development - network of committees - measures - participation - communication
7. Coordination, Monitoring and Implementation of Tracking
8. Continual Improvement Processes (CIP)
CLIENT CUSTOMER 1
CUSTOMER 3 CUSTOMER 2
CHANGE AGENT
Thank you for your attention
www.uid.com
Henning Brau Tobias Limbach TEAM MANAGER UX DESIGN
DIRECTOR USER EXPERIENCE CONSULTING