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Make Better Decisions Together

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Video and slides synchronized, mp3 and slide download available at URL http://bit.ly/2lBEhRA.

Jake Zukowski talks about the constructive negotiation, pairing inclusivity and the decisive mindset to help diverse teams deliver quickly while still leveraging their strengths. He talks about how integrating empathy into a tech culture is a good move. However, an empathetic team mindset when applied incorrectly can lead teams to a consensus culture, destroying a product or service in its tracks. Filmed at qconsf.com.

Jake Zukowski works as Interaction Design Director in Fjord’s Seattle studio.

Publié dans : Technologie
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Make Better Decisions Together

  1. 1. MAKE BETTER
 DECISIONS TOGETHER
  2. 2. InfoQ.com: News & Community Site • Over 1,000,000 software developers, architects and CTOs read the site world- wide every month • 250,000 senior developers subscribe to our weekly newsletter • Published in 4 languages (English, Chinese, Japanese and Brazilian Portuguese) • Post content from our QCon conferences • 2 dedicated podcast channels: The InfoQ Podcast, with a focus on Architecture and The Engineering Culture Podcast, with a focus on building • 96 deep dives on innovative topics packed as downloadable emags and minibooks • Over 40 new content items per week Watch the video with slide synchronization on InfoQ.com! https://www.infoq.com/presentations/ team-negotiation
  3. 3. Purpose of QCon - to empower software development by facilitating the spread of knowledge and innovation Strategy - practitioner-driven conference designed for YOU: influencers of change and innovation in your teams - speakers and topics driving the evolution and innovation - connecting and catalyzing the influencers and innovators Highlights - attended by more than 12,000 delegates since 2007 - held in 9 cities worldwide Presented at QCon San Francisco www.qconsf.com
  4. 4. JAKE ZUKOWSKI INTERACTION DESIGN DIRECTOR AT FJORD
  5. 5. HAPPY ELECTION DAY REMEMBER TO GET YOUR FREE KRISPY KREME DONUT TODAY!
  6. 6. EVER NOTICE IT’S EASIER TO MAKE DECISIONS IN STARTUPS?
  7. 7. Strength lies in differences, not in similarities. – Stephen Covey
  8. 8. 6 DIVERSITY BREEDS INNOVATION 
 AND INNOVATION BREEDS SUCCESS Forbes study has identified workforce diversity and inclusion as a key driver of internal innovation and business growth. University of Michigan study showed that groups of diverse problem solvers can outperform groups of high- ability problem solvers. According to McKinsey, companies with diverse executive boards enjoy significantly higher earnings and returns on equity.
  9. 9. Progressive has used its inclusive strategy to outpace the market in terms of customer satisfaction and shareholder value.
  10. 10. OUTPACING THE DOW JONES AVERAGE BY 20%
  11. 11. Diversity and independence are important because the best collective decisions are the product of disagreement and contest, not consensus or compromise – James Surowiecki
  12. 12. DISAGREEMENT AND CONTEST, NOT CONSENSUS OR COMPROMISE
  13. 13. HOW DO YOU SQUARE INCLUSIVENESS WITH DISAGREEMENT AND CONTEST?
  14. 14. DOESN’T DISAGREEMENT AND CONTEST 
 KILL A CULTURE?
  15. 15. NO
  16. 16. CONSENSUS
 KILLS CULTURE
  17. 17. CONSENSUS IS THE KRYPTONITE OF BEING BOLD
  18. 18. CONSENSUS GIVES POWER TO DEBBIE DOWNER
  19. 19. CONSENSUS TYPICALLY LEAVES EVERYONE UNSATISFIED
  20. 20. WE MOVE SO SLOWLY WE NEVER TAKE A RISK WE CAN’T MAKE A DECISION THE EFFECTS
  21. 21. Nothing is what happens when everyone has to agree. – Seth Godin
  22. 22. CONSENSUS AVOIDS CRITICAL CONVERSATIONS
  23. 23. OK, I’M SOLD. NO MORE CONSENSUS CULTURE. BUT WHAT IF I HAVE
 A STALEMATE?
  24. 24. YOU NEED A
 NORTH STAR VISION
  25. 25. BUT CREATING ONE
 CAN BE DAUNTING
  26. 26. THE AVERAGE WALMART HAS 144,000 ITEMS
  27. 27. DOES ANYONE FIND THIS TO BE A PLEASANT EXPERIENCE?
  28. 28. abundance of choice decisions are muddied simplify expectations and find meaning THE CHALLENGE
  29. 29. 28 LIQUID EXPECTATIONS 
 TRANSCEND TRADITIONAL BOUNDARIES why can’t checking in/ out of my hotel be as easy as using Uber? why can’t my cell phone bill be as easy to read as Mint.com? why can’t everything be as easy to find as it is on Google?
  30. 30. 29 LIQUID EXPECTATIONS 
 IN THE FINANCIAL SERVICES SPACE DIRECT COMPETITORS EXPERIENTIAL COMPETITORS Services that change customer expectations – and raise them for yours PERCEPTUAL COMPETITORS
  31. 31. THE WORLD IS MORE AMBIENT THAN EVER BEFORE
  32. 32. 31 MORE PLATFORMS HAS MADE IT HARDER TO FIND A COHERENT VOICE. MS L XLXS XXL Retail Superstore
  33. 33. AND MORE DATA DOESN’T NECESSARILY MEAN MORE INSIGHT
  34. 34. AS A RESULT, WE’VE LOST SIGHT OF THE CONSUMER AND WHAT SHE FINDS MEANINGFUL.
  35. 35. DETERMINING WHAT’S MEANINGFUL IS THE KEY TO WHAT DRIVES INNOVATION AND VALUE
  36. 36. WHAT DRIVES INNOVATION AND VALUE HELPS TEAMS TO CLARIFY THEIR GOALS
  37. 37. FIRST,
 CREATE THE RIGHT FRAME TO THINK ABOUT THE WORK
  38. 38. PROVIDE FINNAIR’S CUSTOMERS WITH THE BEST DIGITAL TRAVEL EXPERIENCE WE BUILD PEACE OF MIND IN OUR AIR TRAVELERS
  39. 39. WE BUILD PEACE OF MIND IN OUR AIR TRAVELERS
  40. 40. HOW DO YOU BUILD A CUSTOMER-FOCUSED VISION STATEMENT? TALK WITH YOUR CUSTOMERS
  41. 41. ACTIVE LISTENING AND TECHNIQUES OF ANTHROPOLOGY
  42. 42. HOW DO YOU BUILD A CUSTOMER-FOCUSED VISION STATEMENT? TALK WITH YOUR CUSTOMERS TALK WITH YOUR CO- WOKERS
  43. 43. WHO HAS EMPATHY WITH YOUR CUSTOMER? Hello I am your… Designer HelloI am your… Awesome 
Sales Person Hello I am your… Customer
 Service Rep
  44. 44. YOU HAVE A GOOD VISION WHEN
 TEAM MEMBERS USE IT TO MAKE DECISIONS
  45. 45. BUT WAIT.
 SHOULDN’T THIS BE SET BY LEADERSHIP?
  46. 46. HOW DO YOU RECOGNIZE DESTRUCTIVE BEHAVIORS?
  47. 47. OUR BRAINS ARE WIRED FOR FIGHT OR FLIGHT
  48. 48. FIGHT Easier to recognize in others. But how can we recognize it in ourselves before we get to an uncontrollable point?
  49. 49. FIGHT • Pointing • Standing or hovering • Patterns of language • Mouth dries out • Voice raises
  50. 50. FLIGHT Typically we see this as the more “rational” and “humane” response, but it is destructive as well.
  51. 51. FLIGHT • Immediate need to remove yourself from a situation • Quiet up with no opinion given • SPOOMA-like behavior.
  52. 52. SPOOMA LOOK AT THE CONTENT AND THE CONDITIONS
  53. 53. SHOULDN’T I JUST BE
 HONEST AND DIRECT WITH MY FEEDBACK?
  54. 54. GETTING RESULTS VS. KEEPING A RELATIONSHIP GETTING RESULTS AND KEEPING A RELATIONSHIP
  55. 55. IN A CONVERSATION, ASK YOURSELF … What do I really want for myself? What do I really want for others? What do I really want for our product or service? How should I behave if I wanted these results?
  56. 56. IN SUMMARY … Destroy consensus, before it destroys you. Create a north star customer-focused vision of your product or service to help clarify organization goals. Communicate to get results and keep a relationship.
  57. 57. THANK YOU Jake Zukowski, @jakez Be cool like Chris and tweet at me
  58. 58. Watch the video with slide synchronization on InfoQ.com! https://www.infoq.com/presentations/team- negotiation

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