Adam Zeiner
@dezein
a persistently curious generalist (parading as a strategic designer, facilitator, and organizer) attempting to wrangle complexity
Adam Zeiner
dezein.info
World Economic Forum | 404: Page cannot be found
widgets.weforum.orgKristin Taylor, Blog: The waves of civic tech
kristinkristin.comI think of these hierarchical layers as levels of leverage that different people, or teams have with their work.
Clay Parker Jones • Pace Layers for Organization
...we’ve been trained to think of organizations as homogenous and mechanistic, with a clear set of rules, a command-and-control structure, and the ability to leverage hierarchy to get things done quickly by issuing top-down directives to reallocate resources to meet objectives.
Aric Wood • The Organization as a Machine: An Outdated Concept - XPLANE | Organizational Change Management Consulting
Mental Models and
Design organizations are increasingly expected to contribute to product strategy, but these structures support little more than product delivery. If the team is asked to develop a vision for the future product experience 2-3 years out, how do they get it done?
Peter Merholz • Creative and Strategic Leadership in Design Orgs—Super-Senior ICs and the Shadow Strategy Team (3rd in a series on Emerging Shape of Design Orgs), Peter Merholz
the first paper is out from our Leverage Points project [...] and lays out a conceptual framework and research agenda, all around the notion of “deep leverage points”
Ideas for Sustainability • Now published: Leverage Points for Sustainability Transformation
The first step is to determine the user experience outcomes the team is shooting for; answers the question If we deliver a great design, how does it improve someone’s life?
The UX outcome is the end state we’re trying to achieve. Once we know our UX outcome, we can create key metrics detailing our journey getting there.
Jared Spool • Your Necessary First Step to Creating Powerful UX Metrics
And though it's useful to be able to tell them apart, design is about strategic and tactical work happening together. At the heart of many stubborn design projects and unimpressive outcomes are people coming in with an incompatible mental models; overplaying strategy or tactics, and neglecting the other.