That training program you endured was a waste of time. Forget what you learned. Just take a day and you already forgot the majority. Even worse, the training program you deliver is a waste of time. The reason: we have an incredible ability to forget. I want to challenge you to forget what you learned about training and learning. Focus on forgetting, in this case the help I offer is the Forgetting Curve. Not only do we have an incredible ability to forget, within 20 minutes we forget 40% of the subject or skill just reviewed. One day later, within 24 hours, we forget 60%. Imagine those knowledge transfer efforts you are part of. Imagine those train the trainer facades that involve you. Imagine those one-way corporate training lectures you suffer through. Useless. All useless, with 20 minutes 40% useless, within …
The bright side of a one- to two-hour commute: I now bundle a set of podcasts on modern design to my commute and learn an incredible amount to and from work. Until recently my digital community of interest did not include podcasts. Perhaps my hesitance was the preferred immediacy of reading, clicking, and browsing that has delayed my entry into the podcast community, but reality podcasts are very distant from blogs, Twitter, LinkedIn, and other community of interest engagement to share, learn, collaborate. That has changed with new commuting, habits: see drive time. Design in Context Design is key to organization, marketing, product, and projects. The past year or so, some might assume this blog has migrated to Agile and away from other objectives. Not so, intrepid reader: Agile is a management technique more than a simple project method and Scrum is a …
A project is an intentional effort to deliver a product or service that creates an opportunity – intended or otherwise. Projects have multiple stakeholders with multiple needs for, or against, project realization.
Typical project steps include initial scope design, organization impact assessment, stakeholder identification, communications planning, risk, and a second iteration of scope, delving into user community goals serves project and stakeholders more accurately.
With the on-going game focused on more of less, our organizations are expected to not only run lean(er), but to lean further into the winds of constant change and constant constraints.
Change is no longer an event to manage and move on, organizations must realize change is the only constant. This operating climate highlights change management as a competitive advantage to those that figure it out, pivot, and to maintain an engaged workforce.
The stakeholders and the voice they have remains a stronger voice for change than any amount of company flyers, magnets, and town halls. Adopt a community persona strategy to improve organization, change management capability.
This year I have found software, hardware, and product design fascinating for my Organization Development professional development. The reality is we are all designers: we design emails, PowerPoint presentations, facilitation, training programs, change management initiative, just as a minute sample. The constant challenge remains what is our audience need and how do we answer an audience’s mental model in a battle to understand: What’s In It For Them? (WIIFT?). To design for this is the key to muster their motivation. This book delivers insight into Agile project management methodology that integrates customer involvement far earlier, as well as constant iteration process that provides maximum value in minimum time, who wouldn’t gain? Think change management as you read this excerpt: [designers need to] … check every decision, every action, and process throughout the product development life cycle and ask, “Where’s the value?” We need to …
We design constantly. Our emails, training courses, project plans, policies, programs, surveys, business cases, strategies, facilitations, we are in a constant state of craft, create, model, test, build, and repair.
Whatever the intent, to take a concept from intention to adoption relies less on what you design and more on how you design.
A community persona perspective measures functional communication design success and reaction to how you design is the feedback loop of how people accept your design.
Communication is a bridge, on one side is our thought, the other side our audience. The gulf between the two littered with wasted efforts and missed intentions.
What you intend to convey and the view of how your audience reads and reacts reveals the gulf between getting it done versus getting it accomplished. Goal-oriented Design improves the way we think about communication and the channels, the vehicles, and the modes you to create community impact.
Diversity is the spice of life, your work can have greater impact with Goal-oriented Design added to your profession and your work … or continue to build that bridge to nowhere.
Originally written in 1995, About Face 3 is the 2007, third edition of this book by authors, Alan Cooper, Robert Reimann, and David Cronin. For decades these three think, work, and advocate “knowing what the user wants” as they advocate interaction design form, function, content, and behavior concepts. Interaction design, is many times limited to hardware and software application and interface design; look to Apple as a recent beacon for intuitive interaction design. My research on buyer and community persona for organization strategy and development blog series led discovery of other design-thinking strategies pioneers: David Meerman Scott for web site marketing and design; Adele Revella for organization marketing and sales, and Lene Nielsen for user experience and buyer persona development. However, there were a set of other perspectives, generally thought of from the software, developer, hardware side of the fence. Most notable of these proponents was Alan Cooper, Robert Reimann, and David Cronin. Goal-oriented …