It's Not You, It's Your Anti-Pattern
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Presentation by Ed Stojakovic and Fran Diamond at Midwest UX in Grand Rapids, Michigan, on October 18, 2013. We talk briefly about the origin of patterns in architecture and design, then application of patterns, and the emergence of anti-patterns as a response to understand project or team problems. Last, we talk in detail about 5 anti-patterns that are applicable to the UX working environment.
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It's Not You, It's Your Anti-Pattern
- 1. it’s not you. it’s your antipattern. Fran Diamond Edward Stojakovic @frandiam @estojakovic #antipatterns @midwestUX
- 2. agenda why patterns what are antipatterns? UX antipatterns What are patterns? Why do we use them? So then, what are antipatterns? 5 UX environment antipatterns 2
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- 5. PATTERNS IN OUR DAILY LIVES Fractals Pattern Libraries 5
- 6. Applied Patterns Myers-Briggs Fran is INTJ Ed is ENTJ Christopher Alexander “A Pattern Language” 6
- 7. An architectural pattern Credit: Visit Hillborough | http://flic.kr/p/4YHsbe
- 10. ANTIPATTERNS What you care about narrowly broadly Design / Architecture Human Behavior / Worklife 10 What you can affect
- 12. always starts with good intentions software industry Costs applied to project failures other industries Communications Finance Technology Personnel Work Environments 12
- 13. Why it matters to UX can be really tricky We are less mature industry Separate our contribution from environment 13
- 14. finding antipatterns 1. research 2. personal experience 3. interviews 4. identification 5. survey confirmation 6. review / summary 14
- 15. a template <antipattern name> 1. Central Concept 2. Dysfunction 3. Vignette 4. Explanation 5. Band-aid 6. Self-repair 7. Refactoring 8. Observations 9. identification 15
- 17. Narcissus Analysis 1 Team consults a narrow set of standards and/or competitor’s work to address project needs without looking to outside frameworks or consumer input 17
- 18. Credit: Cea | http://flic.kr/p/bV3oG2
- 20. > Narcissus Analysis Re-set the objectives to be more than simply meet standards Don’t assume that competitors set the standards Consider heuristics as baseline but not the end of the analysis Involve consumers in analysis 20
- 21. Process Clash 2 Friction arises when advocates of different processes must work together without a proven hybrid process 21
- 24. > Process Clash Re-training & cross-training to develop a “third way” process to incorporate best of both worlds. Communication & straightforward acknowledgement of different approaches to make decisions more transparent and help both sides feel their approach is being heard and used. Accept different teams bring value 24
- 25. Fairness Doctrine 3 Blind obsession with fairness and uniformity in management becomes an excuse for not dealing with difficult or problematic people 25
- 27. 27
- 28. > Fairness Doctrine There will always be poor performers-deal with problems directly and quickly. Teams often do not have inherent power or authority to remove ineffective members; they need management support to do so. 28
- 29. Kiosk City 4 Data/document sharing is key to a team’s work but given the plethora of ways to share documents creates confusion and lack of adoption. 29
- 32. Kiosk City Allow each project and new team member as a chance to determine how best to share documents. Focus on deliverables rather than interim work. Even though project is over, capture all documents in a common place 32
- 33. Moral Hazard 5 Insulating a decision-maker from the consequences of their decision 33
- 34. Moral Hazard It’s not a problem, it’s a policy!
- 36. > Moral Hazard Know who is responsible and who is accountable Beware the morally compromised leader CYA or see-ya 36
- 37. + Maybe it is the environment Empathy wins summary - Maybe it is you! We don’t always have control 37
- 38. contact We’d love to hear from you #antipatterns twitter @frandiam edward.stojakovic @leoburnett.com 38 email fran.diamond @leoburnett.com Leo Burnett Chicago @estojakovic