Dave Malouf, design ops leader shared his expertise on understanding, measuring, and managing the health of design teams. The talk was focussed on design but the principles could be applied to any creative, marketing, development or consulting contexts, if not others.
Everything has changed post-COVID-19- How can fieldwork continue now that researchers cannot simply meet with participants?
There’s a real way in which the business models, the technological underpinnings of how we get our … political information, have oriented towards outrage and urgency. And so I think that there’s a deep way in which we are manipulated into … feeling a constant state of emergency. And it would be one thing if that was a productive emotion, but what I think it leads to is a constant state of either exhaustion or hypervigilance, both of which can be bad in their own ways. — Ezra Klein
Feb 10 was a joint meet-up between Sydney Content Strategy and the Design Systems meetups. The speakers were:
“I think design thinking and agile which are big trends in business today are a reflection of the fact that if you are building anything without customer feedback today you are deluded”
Agile or not, lots to reflect on and love in this thread on agile teams (threadreaderapp) by Susanne Husebo. It start likes this:
That my team — a design team — does research, has at times confused colleagues unfamiliar with design methods. Some expect that customer research is produced solely from the market research team and that any design findings only come out of the usability lab. So, to set the scene on our latest field study I presented an introduction about how ethnography has played a part in the product design and innovation of many brands we are familiar with.
“The thing I have noticed is that when the anecdotes and the data disagree, the anecdotes are usually right”
Bezos said it was important for him to stay directly connected with customers because it was easy to fall into the trap of relying too heavily on data and metrics. “I’m actually a big fan of anecdotes in business,” he said.
Skip the hype cycle, recognise your biases and default position as well as other’s biases and default positions to look at problems in context of their changing conditions. This is the overriding message of The Heretics Guide to Management by Paul Culmsee and Kailash Awati. This book was recommended to me by a sage and savvy colleague and friend. It opened my eyes to just how attached I was to certain tools, processes, and practices — namely Design Thinking. This book challenged me to think about just how unproductive we can be when we don’t acknowledge our professional culture wars. If you hold on to traditional strategy methodologies, if you think the latest innovation model is the best way, if you think design thinking is the only way, read this book.