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Expectations and Boundaries
Responded to an insightful post on LinkedIn which Dr. Richard Claydon asks about challenges related to going back to the office/remote work as normal (for knowledge workers). What’s the biggest challenge of the various return to office models being suggested to the markets? Many having difficulties reconciling professional and personal expectations regarding “what has to happen” vs “what is happening.” Some are finding the loosening of expectations as giving them room for a framework they’ve long wanted to explore. Continue reading →
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Dark Patterns Are Decisions
Dark Patterns Are Decisions In a recent conversation regarding design governance and operations, the topic of managing design debt came forward. This was great as there was another convo (panel) regarding dark patterns on deck. A chance to get some symmetry and homework done at the same time. What are dark patterns? Well, they are essentially methods found as a result of a design asking a person to do something that they would not ordinarily do, or outright deceiving the user (several types of them). Continue reading →
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Structuring & Shaping DesignOps
Over the past few months, a series of conversations regarding design operations (DesignOps) has been gaining steam in some local channels. While many organizations, and even smaller teams, understand the need, many do not have a framework or structure within those organizations to produce operational structures for actively maturing design and research needs. Mostly noting these gaps due to a lack of senior experience, consistency in design/research credentials, and/or metrics befitting the business’s specific ROI rather than “design vernacular. Continue reading →
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Token Innovation
Digital transformation Modernization Lane Minimalist \ There are many terms and fads which make their way through enterprise conversations. And for the most part, it’s very hard to ignore. Mostly because knowledge of those terms is what allows conversations for productivity or profitability to be anchored. If you will, it’s not so much that these terms have value, but the terms are signal to what somebody else (might) values and how they may or may not decide to engage in a business relationship. Continue reading →
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Wellness As Forward Value
For the past weeks, have been staring a friend’s business card who is involved in the wellness sector. What’s most interesting about their practice is they are in a part of the wellness sector which also serves government customers. A space where you don’t usually think of contracting entities having influence. And yet, for some of the projects and trend-spotting which happens as a result of this initiative, one can almost see that they are very well positioned for the next version of what constitutes enterprise value. Continue reading →
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Sensemaking
Today seems to have been a continual gospel about sensemaking. In its most basic definition, sensemaking is the method or process that one uses to make sense of the world around them. Often, we have these frameworks and many of them quickly become unconsciously driven. However, when they become consciously driven, we describe a different word to this: culture, regulation, policy, process, etc. no matter how you describe it, this tends to be a very common artifact of those persons who take whatever they learned and move forward. Continue reading →
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Ambient Computing Canvases
What if tablets are the canvas for ambient computing behaviors; not an analogous replacement for laptop/desktop/mobile’s client-networking shape? There was a context, a little more than a year ago, where our workspace evolved from one tablet and a mobile to a more expensive, multi-modal experience. The workspace, (meaning really, the hardware being used to work on) expanded because there was a need for more screens because of the lack of mature development (justified? Continue reading →
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Slowness of Competence
One of the challenges found when involved in transforming organizations is this analysis of the friction, or speed, which comes with changing behaviors and perceptions. Often, this can be perceived as remarkable because of the lack of speed activated, the immense depths of structures, or even an admission towards entropy (ignorance?). Nevertheless, ‘competence’ is a challenge one must bear record and determine success or not-quite-as-successful. Otherwise, what passes as competence when change agents are present, merely shows as a memory of what shouldn’t be not long after they have left. Continue reading →
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Blank Slate
Looking at the notebook, the calendar Blank slate Am comparing to the previous endeavor maybe a bit too much. Used to write, produce, and travel to share. Haven’t dont thst as much since tuning things here. And yet, there’s still a want (not always need) to sharpen the palette thru moments of being exposed to other people, orgs, and contexts. It is great to come into a space, have an expectation, and a whiteboard sketch or conversation later, it turns into something different-yet-similar. Continue reading →
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🖋 Speculative Fiction: OIF Agent
Elements in this come from an existing project; however, nothing from said project or persons involved is directly mentioned or implied to within this story. This is (mostly) a design exercise. The agent takes a seat near what was once a lake you could barely see the far edge of. You can see all of the shorelines now. Today looks like it’s going to be hot, just like previous days. And with the diminished quality of water in the region, it’s going to be more important they are able to connect their clients with the new state mandated resource measures in addition to the usual check-ins. Continue reading →
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