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Newman Lanier

6 Ways You Make Bad Meetings Worse (And What To Do About It) | A Better User Experience - 0 views

abetteruserexperience.com/...ys-you-make-bad-meetings-worse

meetings business web design

shared by Newman Lanier on 14 Mar 12 - No Cached
  • participants never understand things quite the way you do.
    • Newman Lanier
      Newman Lanier on 14 Mar 12
       
      I think the big point here is that no one (No way, not never) will understand somethign the same way you. How much mutual understanding is necessary to gain consensus and to complete the project? While maintaining high standards...
  • Instead, work to clarify your language. Be precise. And be patient.
    • Newman Lanier
      Newman Lanier on 14 Mar 12
       
      I see the Plug-in ideas as an issue of language. You must let everyone know what language you are sending your signal. It's important to know what language others are hearing and / or listening for... I guess a BIG PROBLEM is to switch languages all the time, cause then no one knnows how to translate 'the words coming out of your mouth'. Advice, pick a language and stick with it.
  • We have to actively lower the stress and anxiety. And the only way to do that is to empathize with the others in the meeting.
    • Newman Lanier
      Newman Lanier on 14 Mar 12
       
      The first step - GI Joe says "Now you know and Knowing is half the battle". Self awareness and awareness of the emotions of other is key to managing the atmosphere of a room or meeting.
  • ...4 more annotations...
  • The best meetings are those where the egos fade away and the content of the meeting takes center stage
    • Newman Lanier
      Newman Lanier on 14 Mar 12
       
      here is my bit about ego and battles. I think it's the only thing that people know. It's the greatest story ever told - but it's seems like the ONLY story ever told. Why the conflict? Why the struggle? Perhaps it's hard-wired into the brain. Perhaps we're doomed repeat the hero worship / evil tyrannt cycle of a two party system.
  • Your designer acts like he’s got PTSD.
    • Newman Lanier
      Newman Lanier on 14 Mar 12
       
      http://www.webmd.com/anxiety-panic/guide/post-traumatic-stress-disorder - Web MD on PTSD. Can emotional abuse cause PTSD? Have designers ever been physically abused? I think there is definite emotional abuse is some organizations. Of course, I think my dehumanizing systems of work and school are abusive, IMHO.
  • In a meeting full of werewolves, this lack of confidence can be interpreted as weakness.
    • Newman Lanier
      Newman Lanier on 14 Mar 12
       
      This might makes right mentality and mis-trust of difference / diversity is right to the core of design meeting suckiness.
  • Werewolf Design Meeting into the Strategically Driven Design Meeting.
    • Newman Lanier
      Newman Lanier on 14 Mar 12
       
      An idea - let's make sure that everyone in the meeting gets the plug-in. This would set the language and goal of the meeting. Are we doing an "everyone shutup and get to the end" style of meeting? Are we doing the "Boss tirade"? "Battle Royale"? Let me know beforehand so I can get ready...
  • Newman Lanier on 14 Mar 12
     
    If you are a designer and must submit / defend creative work to others in meetings, this article is for you.
Newman Lanier

The de Bono Group - Six Thinking Hats - 0 views

www.debonogroup.com/six_thinking_hats.php

shared by Newman Lanier on 23 Mar 12 - Cached
  • Newman Lanier on 23 Mar 12
     
    "Six Thinking Hats® is a simple, effective parallel thinking process that helps people be more productive, focused, and mindfully involved. And once learned, the tools can be applied immediately! You and your team members can learn how to separate thinking into six clear functions and roles. Each thinking role is identified with a colored symbolic "thinking hat." By mentally wearing and switching "hats," you can easily focus or redirect thoughts, the conversation, or the meeting. "
  • Newman Lanier on 23 Mar 12
     
    I've been meaning to get this in the group. Edward de Bono not only has a kick ass name, he may have a solution to our 'Design meetings suck' problem. Our problem is easy to define: Too much pressure is but on the designer. They become either aggressive or passive aggressive. The solution is obvious. Someone needs to 'step-up' (not man-up, you gender bias asshole) and 'set the tone' of the meeting and relationship. Easier said than done. But, along comes de Bono. His 6 hats, parallel thinking process does exactly that - it sets a tone and create enough structure to the sessions. It nurtures the productive and chokes the counter-productive. Of course, I've never tried it. I think hats are for keeping the sun out of your eyes. Otherwise, they are stoopid. But, I'm willing to try these.
Newman Lanier

Innovation Is About Arguing, Not Brainstorming. Here's How To Argue Productively | Co.D... - 0 views

www.fastcodesign.com/...dont-brainstorm-argue

shared by Newman Lanier on 23 Mar 12 - No Cached
  • Science shows that brainstorms can activate a neurological fear of rejection and that groups are not necessarily more creative than individuals. Brainstorming can actually be detrimental to good ideas.
  • We need to work both collaboratively and individually
  • We also need a healthy amount of heated discussion, even arguing.
  • ...6 more annotations...
  • There is no hierarchy. It’s not debate because there are no opposing sides trying to “win.”
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      Perhaps I'm not understanding the term 'argue'. Can't you 'win' an argument? Aren't there two sides, at least, to every argument? And, there is no hierarchy? Really? It seems there is always an order of dominance in an social structure. Boss / employee, Client / designer... there is always a power differential which must be accounted for. And, generally, it's up to the powerful to account for the weaker.
  • without fear.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      What your boss did that day was the equivalent of a dog humping another. He established dominance. He told you what to do. He humped you,man. He did establish the tone. Which is great and it appearantly worked. However, he didn't waive his doggy lipstick and make the power structure go away.
  • And that “because” should be grounded in real people other than ourselves.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      "Yes, AND" vs "No, BECAUSE" ... sounds like this could get personal real quick. I think what you are saying about the grounded in 'real people other than ourselves' is that you want reasons based in facts and not opinions. However, does the ethnographic research yield facts or opinion? It seems that it could be simply doubling up the opinion - As in " Here is my opinion about these other opinions (about dancing chinese villagers)" However, I do thing we everyone agrees on the results of the user research, then you CAN argue about your conclusions based on those premises without getting personal. I do think that works. And, I have seen it work.
  • we each bring different ways of looking at the world and solving problems to the table.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      Respecting and cultivating diversity in groups is key to high performance. It seems a bit utopian. But, it's something I believe. did anyone roll their eyes when you brought up the idea of the text analysis tool? How long did it take? Did they really 'get it' or was it something other simply tolerated? Even for the most well adjusted and balance T shaped person, it can be difficult to go along with anothers specialty, I'd imagine.
  • a shared goal. We develop a statement of purpose at the outset of each project and post it on the door of our project room.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      Rules, playing field, 'ball down the field'... these are all sports / war analogies. I guess the idea is "Same team". But, who is the bad guy... the guy who doesn't see it the way you do. Or, doesn't listen to reason. I don't think simply 'having a common goal' is sufficent to keep from hurting each other in meetings. If budgets and jobs are on the line, it won't be that playful.
  • But we don’t brainstorm. We deliberate.
    • Newman Lanier
      Newman Lanier on 23 Mar 12
       
      I like that word, deliberate. It means intentionally. I suppose ' to deliberate' is to think intentionally, which is what I consider brainstorming to be. Granted brainstorming has a stigma - its light and permissive, unfocused and not serious, a waste of time. The points you bring up about 'Deliberative discourse' are helpful. It's like putting brainstorming through boot camp - to help brainstorming produce results, without hurting anyone or shutting anyone down. All in all a thought provoking post - thanks!
  • Newman Lanier on 23 Mar 12
     
    More on Arguing and design meetings. Could Brainstorming be bad? counter-productive and fear inducing? ... hmmm.
Newman Lanier

IDEO CEO Tim Brown: T-Shaped Stars: The Backbone of IDEO's Collaborative Culture | Chie... - 0 views

zqi.bo.lt/g4lfd

meetings business collaborative culture ideo

shared by Newman Lanier on 14 Mar 12 - No Cached
  • Newman Lanier on 14 Mar 12
     
    Tim Brown of IDEO talks about collaborative personality types.
Newman Lanier

IA Summit 2012 | New Orleans, LA - 0 views

2012.iasummit.org

IA UX conference

shared by Newman Lanier on 16 Mar 12 - No Cached
  • Newman Lanier on 16 Mar 12
     
    Dan Brown will speak about Design team conflict and improving results of design meetings
Newman Lanier

Information Architecture Heuristics « Abby the IA - 0 views

abbytheia.wordpress.com/...ia_heuristics

shared by Newman Lanier on 17 Mar 12 - No Cached
  • Here are the slides from my talk at Interaction 12 in Dublin. If this content resonates with you, feel free to download and use my deck to teach these principles to others (and please drop me a tweet to tell me how it went)
  • Newman Lanier on 17 Mar 12
     
    "Here are the slides from my talk at Interaction 12 in Dublin. If this content resonates with you, feel free to download and use my deck to teach these principles to others (and please drop me a tweet to tell me how it went)"
  • Newman Lanier on 17 Mar 12
     
    Abby the IA explains IA Heuristics and how to use them to create a better design meeting and a better project result.
Newman Lanier

The Nine Pillars of Successful Web Teams - Adaptive Path - 0 views

www.adaptivepath.com/...illars-of-successful-web-teams

web teams web design collaborative culture meetings

shared by Newman Lanier on 19 Mar 12 - No Cached
  • Newman Lanier on 19 Mar 12
     
    Here is a framework for the components of a design team. Now, how to get them all speaking to each other in a constructive way?
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