Posts tagged “clients”

Five Questions with Steve Portigal

This Friday I’ll be speaking at 18F in DC about The Power of Bad Ideas. The talk will be streamed here.

In advance of the talk, I answered a few questions about working with clients and planning research projects. Here’s a snippet; more at the 18F site.

SP: I’m intrigued by the user-centered theater — that is to say, people who have a design goal or a strategic need or a hunger for some insights, but who aren’t open to collaborating on how to accomplish that.

You often see this with projects where a client wants to understand something enormously complex and nuanced, and they don’t have any budget or time to do so. This is a big red flag. Sometimes, it’s worthwhile having a conversation to see if they [potential client] are open to feedback on their situation and on alternative ways to work.

In some cases, I’m pleasantly surprised; in many cases, though, I’m usually happy to pass on these projects. The kicker is that many of these folks have often already defined the method they want to use to reach their stated goal. It’s foolhardy to try to help people who have set you up to fail.

Interview with Steve posted on Ethnography Matters

Here’s an interview with me at Ethnography Matters. We talked about the book, the writing process and other aspects of how interviewing users is playing out in the corporate world.

EM: How much heterogeneity is there between companies / clients? Are there any broad typological characterizations of companies and their attitude towards user research? Does this inform different ways of delivering research results, different ways of “talking to” these companies?

SP: There are no doubt dozens of frameworks (see for example, Jess McMullin’s Design Maturity Model on page 142) for characterizing the organization. But let me throw out a new one: in the Passover Haggadah there is the example of the four sons. One wise, one wicked, one simple and one who does not know how to ask a question. The wise son asks to have all of the history, insight and other findings explained to him. We’re encouraged to explain everything to him. The wicked son separates himself from the issue by asking why it’s important to you. We’re told to tell him why it’s important to us (and not persuade him that it should be important to him). The simple son doesn’t even focus in on the issue and just asks “What is this?” so we’re to give him the headline. We’re told to approach the son who doesn’t even know how to ask a question and take the initiative to explain things to him. And one scholar writes about a fifth son who isn’t even in the room and it’s up to us to seek him out and give him the lowdown.

Sure, it may be a bit forced but it’s not hard to see those sons as archetypes of individuals, departments or entire workplace cultures. Whatever your framework is, you obviously need to understand the specifics of who you are dealing with and have a range of approaches for responding. All of this stuff with people (be they clients or research subjects) is messy and I’m not so comfortable with pre-emptive categorization and its resultant tactical choices.

Thanks to Tricia Wang and Jenna Burrell and everyone else at Ethnography Matters for a great discussion.

Breakfast of Champions

Last Friday we opened our doors to a few superheroic leaders from Silicon Valley firms for a morning discussion about championing user research within an organization (thus “Breakfast of Champions”). This event came hot on the heels of Steve’s recent webinar and provided a learning forum for us as consultants and for our guests, who shared insights and questions from the client perspective.

The discussion included trials and triumphs, questions about current challenges, and new frameworks to yield as tools for overcoming obstacles. We were impressed with the humility and willingness to share evident in the discussion as research champions from diverse departments, companies, and industries swapped war stories and provided each other with encouragement and new ideas.

I captured some of the conversation on our whiteboard. On the left side are successes, questions and ponderings in the middle, and current challenges on the right. See a bigger image here.

We covered a lot of ground during two hours so the list below is not exhaustive, but it does start to hint at the themes that came up.

  • The importance of measuring, benchmarking, and storying research successes
  • The value of taking non-researchers (especially skeptics and critics) into the field
  • The challenge of confronting organizational paradigms and questioning sacred ‘truths’ when framing research questions
  • Success with embedding research in the design process as opposed to making it a distinct, standalone project
  • Overcoming obstacles of apathy with insights that are action-ready and and deliverables that are easy to share
  • Thinking strategically about the relationship between quant and qual, and considering how they feed each other
  • The value of research in corporate strategy and business solutions and the need to frame it as such
  • The changing role of the consultant and research provider
  • The importance of show and tell of research results to various groups, departments, etc.

This was our first time doing something like this and we’re looking forward to doing it again in the near future!

Persistence of Vision

I was walking to dinner with a client in Chicago and saw this choice piece of graffiti. I immediately imagined using the image for an end slide in a presentation – “Problem Solved.” Very nice.

It wasn’t until after I had posted the shot on Facebook and seen it uploaded that I realized what it actually said. Which means that I saw the graffiti, composed the shot, took several alternate shots, and processed it in Photoshop, all the while seeing what my mind had interpolated rather than what was actually written there.

We’ve had numerous experiences of clients joining us in the field and saying – after we’ve interviewed someone who was either using or enthusiastic about their products – “She’s not our customer,” because the person didn’t fit their organization’s idea of who their customers are. We’ve also heard, “We already fixed that problem,” even after seeing clearly that the solution was unknown to the end user and the problem was still a problem.

It can be very hard to see something as it is if you come to it with a strongly ingrained idea of what you think it is.

But there is a reality – customers, environments, markets – whether you are seeing it or not. If you’re developing and selling products and services, you’re far better off working from an understanding of what’s actually there, rather than what you think is there.

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