This column is the first in a series that will offer insights on how to help companies progress from delivering mediocre user experiences, as is all too common, to producing truly great experiences that differentiate their products and services in the marketplace. Doing so requires a radical transformation in the way business executives and UX teams engage in creating user experiences.
This series is not about making incremental improvements to the way UX teams work. It is about taking a different approach and driving radical transformation within organizations. No major changes in history have ever come about by playing it safe. Having said this, all of the ideas that we’ll share in this series have proven effective in one business context or another. Read More
This column is the second in our series that highlights our insights on what it would take for companies to go from producing dreary, overly complex user experiences to producing truly great user experiences that differentiate their products from those of competitors in their marketplace. In our first column, we stated that producing great, highly differentiated user experiences should be the goal of every UX leader. But in many companies, UX leaders face challenges that force them to approach leading User Experience in a less than optimal way. If, as a UX leader, you find yourself stuck in a situation where you and your team cannot do great work—that is, you are unable to produce user experiences that solve people’s problems, inspire, and delight—you’re working for the wrong organization and should find a better job. In that column, we also discussed how to position User Experience for optimal impact. Read More
“Organizations…often develop barriers that hinder information sharing and collaboration. … The job of a leader is to spot these barriers and tear them down….”—Morten T. Hansen
Organizations differ in their ability to collaborate within and across teams and business units. A unique combination of organizational, cultural, and interpersonal barriers to collaboration afflicts any organization that is experiencing difficulty collaborating. Therefore, to assess their organization’s ability to collaborate, leaders must first determine what barriers to collaboration exist within their organization. One effective way of doing this is to conduct a survey to identify which of the behaviors that hinder collaboration commonly occur within their organization.
Once leaders understand what dysfunctional behaviors are preventing their people and teams from collaborating effectively, they must tailor solutions to address the specific barriers to collaboration that exist within their organization. They must motivate their people to change the behaviors that are preventing or diminishing the success of collaboration within and across teams and business units.
In this column, I’ll describe some common organizational, cultural, and interpersonal barriers to collaboration and provide solutions for overcoming them. To create a culture of collaboration, an organization must overcome these barriers. Read More