ZARZA We are Zarza, the prestigious firm behind major projects in information technology.
Listen "3 - A More Delightful Future, with Dr. Diem Mooney"
Episode Synopsis
Episode 3 features Dr. Diem Mooney from Carpe Noctem, a career coaching, UX strategy, and business solutions consultant agency. You can check out their services at carpenoctemcoaching.com or connect with Diem on his LinkedIn.
YouTube video version: https://youtu.be/CHJpBAEXEOo
Show Notes:
Q1) What does it mean for design to be delightful?
A1) It means something is intuitive, easy, and pleasant for customers.
Q2) How would you design inclusive experiences?
A2) Requires a lot of research on specific demographics. "Identify all the marginalized, underrepresented groups that will be interacting with the design. Taking the time to ask for their experience and perspective .. to truly understand their unique challenges and needs."
Q3) Why don't many companies go further into inclusive and accessible design? What are they missing?
A3) "It can come down to bottom line and revenue,... Or ignorance, not knowing a certain group exists...or not seeing the significance of making an inclusive product"
Q4) How can companies find these underrepresented groups they don't know about?
A4) Asking more open ended questions in the discovery phase. Putting aside assumptions and being open. Better product discovery so that you can "..tailor your products or services around their needs."
Q5) How do you think the role of UX is viewed in tech companies, and why is that their perspective?
A5) Companies with no experience with UX get much of their information from trends on the web or what they can quickly google. While some more seasoned companies see UX as an unnecessary step that prolongs the process. These perspective come from either a complete ignorance of what UX is, or a very siloed experience where most people don't often interact with the UX team.
Q6) What can we do to be better UX professionals and team mates, especially at 'agile' tech companies?
A6) Standardize processes as much as possible to ensure people understand what can be expected. Have a scientific approach. "Showing that it's repeatable and measurable creates reliability and validity. That will change their perception on your deliverable."
Q7) How do you design for emergent technology?
A7) It's very similar to designing for existing technology, but with a focus on roadmapping your assumptions and being creative to innovate. There's a lot of guess work, but you have to know that your assumptions may be wrong. The attitude may change, but your process should stay the same. One is an improvement, one is development.
Q8) What are you looking for when hiring (entry level) designers.
A8) To me, experience doesn't matter as much, I am concerned with their ability to learn and grow. Are they always trying to learn and grow?
Q9) Why don't more companies have this approach of hiring for coachability and learning aptitude instead of experience?
A9) Because most companies don't have the mindset of teaching and growing their assets. They want to hire people who will come in as an asset. They do not want to or are not able to teach talent, they prioritize a more transactional relationship. "Not all managers or leaders are coaches"
Q10) How do you invent magic?
A10) If you define magic as a phenomenon that can't be easily explained, then I do so with my goals. I create an action plan, then do a GAP analysis to see what I may be missing, then go learn those skills in order to accomplish goals that most people are amazed by.
YouTube video version: https://youtu.be/CHJpBAEXEOo
Show Notes:
Q1) What does it mean for design to be delightful?
A1) It means something is intuitive, easy, and pleasant for customers.
Q2) How would you design inclusive experiences?
A2) Requires a lot of research on specific demographics. "Identify all the marginalized, underrepresented groups that will be interacting with the design. Taking the time to ask for their experience and perspective .. to truly understand their unique challenges and needs."
Q3) Why don't many companies go further into inclusive and accessible design? What are they missing?
A3) "It can come down to bottom line and revenue,... Or ignorance, not knowing a certain group exists...or not seeing the significance of making an inclusive product"
Q4) How can companies find these underrepresented groups they don't know about?
A4) Asking more open ended questions in the discovery phase. Putting aside assumptions and being open. Better product discovery so that you can "..tailor your products or services around their needs."
Q5) How do you think the role of UX is viewed in tech companies, and why is that their perspective?
A5) Companies with no experience with UX get much of their information from trends on the web or what they can quickly google. While some more seasoned companies see UX as an unnecessary step that prolongs the process. These perspective come from either a complete ignorance of what UX is, or a very siloed experience where most people don't often interact with the UX team.
Q6) What can we do to be better UX professionals and team mates, especially at 'agile' tech companies?
A6) Standardize processes as much as possible to ensure people understand what can be expected. Have a scientific approach. "Showing that it's repeatable and measurable creates reliability and validity. That will change their perception on your deliverable."
Q7) How do you design for emergent technology?
A7) It's very similar to designing for existing technology, but with a focus on roadmapping your assumptions and being creative to innovate. There's a lot of guess work, but you have to know that your assumptions may be wrong. The attitude may change, but your process should stay the same. One is an improvement, one is development.
Q8) What are you looking for when hiring (entry level) designers.
A8) To me, experience doesn't matter as much, I am concerned with their ability to learn and grow. Are they always trying to learn and grow?
Q9) Why don't more companies have this approach of hiring for coachability and learning aptitude instead of experience?
A9) Because most companies don't have the mindset of teaching and growing their assets. They want to hire people who will come in as an asset. They do not want to or are not able to teach talent, they prioritize a more transactional relationship. "Not all managers or leaders are coaches"
Q10) How do you invent magic?
A10) If you define magic as a phenomenon that can't be easily explained, then I do so with my goals. I create an action plan, then do a GAP analysis to see what I may be missing, then go learn those skills in order to accomplish goals that most people are amazed by.
More episodes of the podcast A More Delightful Future
1 - A More Delightful Future, with Daryl Roy
02/12/2020
In God we trust