Post on 22-Jan-2018
Meetings prevent work.
More meetings evidence collaboration.
Meetings don’t have agendas.
Meetings are great at my company.
1.shows intention
2.has constraintsa design problem…
Source: The Problem of Design Problems, Kees Dorst
1. manifest or prevent intended outcomes
2.are partially limited by culture, time, ideas, & people
meetings…
Source: Todd Zenger, What is the Theory of Your Firm? Harvard Business Review, June 2013 | Illustration Copyright Disney, 1957
1. Full circle represents the meeting length
2.Time-on-task is scaled against that length
Visual Agenda
Actively choose an approach that manages assumptions
Visualize anything and everything, especially agendas, findings, processes, and rough ideas
Beginnings1.A few thoughts about designing better
Research a problem and define a solution.
Consider multiple approaches.
Iterate on the best option.
Ship and repeat if necessary.
Research Problem:
The design isn’t working. Develop design principles and business goals.
Solution:
The client approves the design.
Approach 1: Present screens in navigation sequence, top to bottom. (real estate tour)
Approach 2: Present art direction rationale and only home page.
Approach 3: Present a user story in sequence.
Approved?
Great!
Not approved?
Consider a different approach for that client or department, or ones like it.
Use good story structure to tell the user’s story
Approach them (and any meeting) as a design problem
Presentations2.A few thoughts about designing better
1. Daily team asynchronous check-in.
2.Weekly team check-in.
3.Weekly client check-in.
Three check-in meetings…
Explore distributed approaches, even if you work in the same office
Lean coffee is where it’s at!
Middles3.A few thoughts about designing better
Has distinct processes for what we hear and what we see: “phonological loop” and “visual spatial sketchpad”
Brain damage research demonstrates how these work independently but also combine
Working Memory
Lasts 2 to 3 hours
What memories “leave the meeting”
Biochemical changes in proteins in your brain
Intermediate Memory
WORKING
INTERMEDIATE
“THE SESSION” LASTING 90 MINUTES
AURAL AND VISUAL LISTENINGREFLECTION AND DISCUSSION
90 minutes at time
6 ideas every 10 minutes, with 10 additional minutes for discussion
6 people or less per group
Explorations4.A few thoughts about designing better
Tradition Project Pace
Agile Project Pace
Fewer, longer meetings, more time between them.
More, shorter meetings, less time between them.
1. Actions taken
2.Outcomes observed
3.Results expected
4. Assumptions made
5.Events observed
“Blameless” post mortem…
Source: https://codeascraft.com/2012/05/22/blameless-postmortems/
Structure discussions around a “plus/delta” framework
Follow a “blameless” approach to what went wrong - see Etsy’s “Just Culture”
Endings5.A few thoughts about designing better
Source: https://css-tricks.com/examples/ImageReplacement/
Novelty.
Resources: Books
The Future of Competition (Pralahad & Ramaswamy)
Lean UX (Gothelf & Seiden)
Visual Leaders Visual TeamsVisual Meetings (Sibbett)
A Facilitator's Guide to Participatory Decision Making (Kaner, et al)
How to Make Meetings Work (Doyle & Strauss)
The Rapid Vis Toolkit (Hanks)
Gamestorming (Gray, Macanufo & Brown) The Connected Company (Gray w/Vander Wal )
The Doodle Revolution (Sunni Brown)
The Back of the Napkin (Dan Roam)
Business Model Generation (Alex Osterwalder, et al)
Collaboration (Hansen)Collaborating Effectively (Harvard Business Review)
Moments of Impact (Solomon & Ertel)
Designing the Conversation (Unger, Nunnally& Willis)
Designing Together (Brown)
Remote: Office Not Required (Fried & Hansson)
These books helped me develop this presentation. Books make you smart!