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Cover -- Title Page -- Copyright Page -- Contents -- Foreword -- Acknowledgments -- Introduction -- About the authors -- Why we wrote this book -- How to use this book -- A word about job titles -- Why anti-patterns? -- How to use the patterns -- On the importance of understanding your own style -- Pattern zero -- Address the person first and the requirement second -- Edge cases -- The anti-patterns -- Speaking different languages -- Having different KPIs -- Not embracing everyone's goals -- Presenting without contextualizing -- Being in the room, but not present -- Not having a consistent design language -- Throwing deliverables over the fence -- Living in the deliverables -- Assuming others don't get design -- Insisting on perfection -- Responding to tone, not content -- Defending too hard -- Not defending hard enough -- Chapter 1 - Speaking different languages -- Summary -- The "Speaking Different Languages" anti-pattern -- You know you're in it when… -- Patterns -- Stakeholder safari -- The meeting before the meeting and the meeting after the meeting -- The meeting before the meeting -- The meeting after the meeting -- Lowering the wall -- Step back -- Play it back -- If others inflict this anti-pattern on you -- Terminology explained -- Chapter 2 - Having different KPIs -- How organizations measure success -- Intrinsic motivation -- When KPIs clash -- Summary -- The "Having Different KPIs" anti-pattern -- You know you're in it when … -- Patterns -- Diligent discovery -- Tu casa es mi casa -- Don't butt heads -- If others inflict this anti-pattern on you -- Don't try to handle organizational change singlehanded -- Terminology explained -- Reference -- Chapter 3 - Not embracing everyone's goals -- Onto the right path -- The sore thumb paradox -- Summary -- The "Not Embracing Everyone's Goals" anti-pattern -- You know you're in it when….
Patterns -- Be the canonical source of why -- Active agreement -- Consciously internalize -- Stakeholders are people, too -- Present in context -- Co-design -- If others inflict this anti-pattern on you -- Terminology explained -- References -- Chapter 4 - Presenting without contextualizing -- Common assets for providing context -- Telling the story of UX -- Getting good feedback -- Summary -- The "Presenting Without Contextualizing" anti-pattern -- You know you're in it when… -- How to break the anti-pattern -- Patterns -- Prepare for presentation -- Be present to present -- Casting feedback -- Set scope expectations -- Actively confirm understanding -- The Half-Silvered Mirror -- Tell them what you told them -- If others inflict this anti-pattern on you -- Terminology explained -- References -- Chapter 5 - Being in the room but not present -- What is your job? -- New software development processes, new collaboration models -- Collaborating in iterative environments -- Focus in an open-plan world -- Summary -- The "Being in the room but not present" anti-pattern -- You'll know you're in it when … -- Patterns - how to be a better collaborator -- Push for in-person access -- The stenographers' pattern -- The life in mono pattern -- Carve out a space -- The scary face pattern -- Mind-body considerations -- Sensible scheduling -- Simplify your tools -- Turn off the information firehose -- The rear view mirror pattern -- What to do when someone is locking you out of their silo -- Terminology explained -- References -- Chapter 6 - Not having a consistent design language -- Say what? -- Buzzword Bingo -- A consistent design language -- If you liked it, you should have put a label on it -- A note on labeling files -- What do you do? -- A step too far -- Summary -- The "Not Having A Consistent Design Language" anti-pattern -- You know you're in it when….
Patterns -- Be mindful of your language -- Put a label on it -- Present in context -- Own the process -- Label police -- Buzzword bingo swear jar -- Playback -- Make a toolkit -- If others subject you to this anti-pattern -- Terminology explained -- Reference -- Chapter 7 - Throwing deliverables over the fence -- Tearing down the fence -- Of fences and other obstacles -- Code quality -- Making the case -- Find a shared rhythm -- Collaborate across the project timeline -- Deliver awesome products -- Summary -- The "Throwing Deliverables Over The Fence" anti-pattern -- You know you're in it when… -- Patterns -- Take the battle to the planners -- Make the value proposition obvious -- Meet and greet -- Breaking down the fence -- Be the champion of design -- Bring your defense -- Sharing a rhythm -- Track inefficiencies -- What to do if others throw deliverables over the fence to you -- Terminology explained -- References -- Chapter 8 - Living in the deliverables -- Best-in-show deliverables -- Conversations, not lectures -- The increasing difficulty of documenting digital experiences -- Beware the IKEA effect -- Collaborate, collaborate, collaborate -- Make space for collaboration -- Leaner, meaner... UX -- Prototyping -- What if you work in an agency? -- Collect user feedback -- Summary -- The "Living in the Deliverables" anti-pattern -- You know you're in it when… -- Patterns -- Dead Poet Society pattern -- Embrace the creativity of everyone -- Spring clean -- Fast feedback -- Toolbox bonanza -- Push the changes upward -- If others inflict this anti-pattern on you -- Ask how it works -- Suggest gathering some quick user feedback -- Sketch on the wall -- If stakeholders demand pixel-perfect mockups before they'll sign off -- If the quality of the design is measured in the deliverable, not the problem solution.
If procurement is buying documents, not design solutions -- Detailed discussions about the documents procured, not the project outcomes -- Terminology explained -- References -- Chapter 9 - Assuming others don't get design -- A note from the authors -- Creating design and understanding design -- Pretentious little jerks -- Pitchslapped -- We live in a designed world -- "Creative" isn't a noun -- How can you make sharing easier? -- The not-invented-here bias -- Feeding back -- Well-intended suggestions -- Get the HiPPO on board -- Some people view creativity as risk -- The "Assuming Others Don't Get Design" anti-pattern -- You know you're in it when… -- Patterns - making sharing easier -- Collaborative workshops -- Sketching -- Storyboarding -- Moodboards -- Paper mockups -- Word association -- Dot voting -- Design the box -- Role-playing -- I-invented-this pattern -- Kate Rutter's skills map -- Patterns - principles to strive for -- Transparency -- Respect -- Use everyday language -- Frame of reference -- Facilitation magic -- Pairing for design and development -- Empower the nondesigners -- If others inflict this anti-pattern on you -- Terminology explained -- References -- Chapter 10 - Insisting on perfection -- Delivering on your vision -- Defining objectivity -- Setting expectations -- Introducing a functional grammar -- Trade-offs -- Sustainable pace -- UX debt -- Knowing when you're done -- Take inspiration from start-up entrepreneurs -- Launch your idea in 3 hours, 24 hours, a weekend -- Summary -- The "Living in the Deliverables" anti-pattern -- You know you're in this anti-pattern when… -- Patterns -- Checking in with yourself -- Design/UX debt -- Divide form and function -- Sketch + code -- Pairing with developers -- 90% rule -- If others inflict this anti-pattern on you -- Terminology explained -- References.
Chapter 11 - Responding to tone, not content -- Nonverbal, not unimportant -- Tone varies with culture -- Caveat -- Gaps in understanding -- Who you are and who you're perceived to be -- The IKEA effect strikes again -- Respondent fatigue -- Summary -- The "Responding to Tone, Not Content" anti-pattern -- The patterns -- Set expectations -- Paraphrased playback pattern -- Yes, and... pattern -- The power of silence -- Mind-body considerations -- Break it up -- Mirror, mirror pattern -- The meeting before the meeting and the meeting after the meeting -- Encourage feedback at natural breaks -- Subvert the script -- You'll know when you have encountered this anti-pattern, because … -- What to do when someone is being confrontational or misunderstanding your tone -- Tips -- Terminology explained -- References -- Chapter 12 - Defending too hard -- Spotting this type of client -- The hidden cost -- Business theater -- Summary -- The "Defending Too Hard" anti-pattern -- You'll know you're in it when … -- The patterns -- Choosing your battles: Don't get attached -- Choosing your battles: Let the silence speak -- Choosing your battles: Concede gracefully -- Choosing your battles: Tactical retreat -- Positive disagreement: Get to the why -- Positive disagreement: Embrace and extend -- Positive disagreement: Get them to expand -- What to do when someone keeps repeating the same objection -- Tips -- Terminology explained -- Takeaways -- References -- Chapter 13 - Not defending hard enough -- Everyone's a critic -- What is the right decision? -- Using the Five Whys to understand business value -- Framing the Five Whys -- Asking the Five Whys persuasively -- Closing the Five Whys -- Quadrant A: High business value, low UX value -- Quadrant B: High business value, high UX value -- Quadrant C: Low business value, low UX value.
Quadrant D: Low business value, high UX value.
This book identifies the 13 main challenges designers face when they talk about their work and provides communication strategies so that a better design, not a louder argument, is what makes it into the world. It is a fact that we all want to put great design into the world, but no product ever makes it out of the building without rounds of reviews, feedback, and signoff. As an interaction or UX designer, you've felt the general trend toward faster development, more work, and less discussion. As we spend time crafting, we become attached to our own ideas and it gets all too easy to react to feedback emotionally or dismiss it, when we should be taking the time to decode it and explain or adapt the design. Communicating the UX Vision helps you identify the skills and behavioral patterns to present your work in more persuasive ways, and respond more constructively to feedback from coworkers and stakeholders. Learn presentation tips that make stakeholders and other departments take your designs more seriously Uncover valuable techniques to make feedback sessions more productive Understand how to improve empathy with business stakeholders and learn to speak their language better Discover how to better understand your behavior and identify your personal anti-patterns.
Description based on publisher supplied metadata and other sources.
Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2019. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.