The future has nothing to do with tech but people, critical thought and leadership. I gave a talk 8 years ago in Montréal where I suggested that the future for #UX would fall into five areas, if we were to see progress.
In 2018 I started another podcast; which I have since retired. I wanted to discuss solving problems, rather than simply fixing issues. One of the first episodes I launched was a discussion with the Amazon UK best selling author Gethin Nadin and his book “A World of Good – Lessons from Around the World in Improving Employee Experience”.
The last great barrier to better outcomes demands that we act as though our judgment is a work in progress.
Why do live performances, like King Lear, give us a sense of wonderment in a way that technology cannot? As it turns out focusing on one task at a time, like watching a play, allows us to better understand what’s happening in the moment and minimizes fatigue in making decisions
If failing became normalized perhaps we could help future generations not be afraid to try while simultaneously creating a culture of learning and growth.
The Nielsen Norman Group recently published a research paper “PM and UX Have Markedly Different Views of their Job Responsibilities”. Winding back the clock, sharing a podcast I published in 2007 for Boxes and Arrows, one can easily hear how the disciplines evolved and why current research supports what I view as an opportunity for both disciplines.
I recently had the pleasure of speaking with the CEO of Heitland Innovation, Jens Heitland. I share experiences as an employee, thought leader, pioneer in podcasting, and entrepreneur over the last 20 years.
What if we considered disciplines like sociology to bridge the divide between customer experience and user experience? Imagine a space where the troubles of the customer are aligned with the issues facing users. Charles Wright Mills did just that … in 1959.
Considering an artists’ perspective on how to forget the name of the product we’re working on may help teams consider the importance of innovation. Especially in a world seemingly obsessed with simply getting to a state of “good enough” and “done”.
Intelligence is a toolbox we use to reach a given goal, but strictly speaking it doesn’t entail motives and goals by itself. The motivation of our AI’s will stem from the existing building blocks of our society.
Raising confidence can be accomplished in many ways. I suggest we start by understanding that which sparks curiosity in employees.
What’s the level of psychological ownership in your organization today? What if the level of psychological ownership turns out not to be high enough to move ahead? In this story I share how I applied this theory in sharing research results with senior leaders, managers, and teams.
The information age has created somewhat of a paradox. While the world has access to the wisdom of several ages, we continue to work from a position of professional and individual absolutes.
Questioning and clarifying with the intent to understand is critical for success. Without such effort, how can we be certain we’re even asking the right questions?
I’ve learned over the years that holding tightly to one’s own beliefs around best practices, tools, and disciplines has been a fundamental source of failure in business. While it feels easier to simply argue against those with whom we don’t agree, it actually exhausts time limited resources required to be objective.