Cultural bias in design(ers) - Pixel Up! 2018

20731b847c4de81c1e601e563fa67b6b?s=47 farai
March 25, 2018

Cultural bias in design(ers) - Pixel Up! 2018

The topic of creating diverse teams has been hot the last few years, as pressure increases to create products with less bias.

However, as we cast our nets wider and bring in different perspectives into our design teams, what challenges can we expect in working with people from around the world and ultimately getting the benefit of their different views? This talk concerns itself with cultural bias — and discusses how to prepare, identify and adapt to the kinds of biases we can expect from team members, particularly those coming from non-western cultures.

20731b847c4de81c1e601e563fa67b6b?s=128

farai

March 25, 2018
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  1. Cultural bias in designers Pixel Up! 12 March, 2018 Farai

    Madzima @farai_uxguy
  2. Peace! I’m Farai Madzima UX Lead at Shopify in Ottawa

    @farai_uxguy
  3. Hugh

  4. None
  5. School Band

  6. None
  7. Dizzy Gillespie

  8. Louis Armstong

  9. Louis armstrong

  10. https://www.youtube.com/watch?v=cb2w2m1JmCY

  11. https://www.youtube.com/watch?v=MXSjJBKPyFg

  12. Miles Davis

  13. Take your sh*t from home Put that with the sh*t

    you’ve learned here That’s gonna be a muthaf*cka
  14. Inclusivity

  15. Diversity of thought

  16. Take your sh*t from home Put that with the sh*t

    you’ve learned here That’s gonna be a muthaf*cka
  17. I needed to know my sh*t

  18. Geerte Hofstede

  19. Power distance Embraces hierarchy More egalitarian Individualism Individualist Collectivist Feminine

    / Masculine Power more important Nurture more important Uncertainty avoidance Ambiguity creates anxiety Comfortable with ambiguity Long-term orientation Long term first Short term first Restraint / Indulgence Happiness always good Happiness can be bad https://www.hofstede-insights.com/models/national-culture/
  20. Erin Meyer

  21. None
  22. Persuading Applications first Principles first Deciding Consensual Top-down Disagreeing Avoids

    confrontation Confrontational Evaluating Indirect negative feedback Direct negative feedback Trusting Activity-based Relationship-based Scheduling Flexible -time Linear time Communicating High context Low context Leading Hierachical Egalitarian
  23. Principles-first Application-first Principles first Start with the theory or concept.

    Then present the facts to back it up. Application first Start with the facts. Then share the theory that leads to the facts. Persuading Sweden US UK France Nigeria Kenya Zimbabwe Saudi Arabia Canada India From The culture map by Erin Meyer
  24. From The culture map by Erin Meyer

  25. Low context High context Low context Good communication is precise,

    simple and clear. Repetition is used to clarify. High context Good communication is nuanced and layered. Speak and read between the lines. Communicating Sweden US UK France Nigeria Kenya Zimbabwe Saudi Arabia Canada India Japan Brazil From The culture map by Erin Meyer
  26. Direct negative feedback Indirect negative feedback Direct negative feedback Feedback

    is frank, blunt, and honest at all times, even in front of the team. Indirect negative feedback Feedback is soft, subtle, and diplomatic and only given private. Evaluating Sweden US UK France Nigeria Kenya Zimbabwe Saudi Arabia Canada India Japan Brazil From The culture map by Erin Meyer
  27. Skill up your team on the method you want to

    use for critique
  28. None
  29. None
  30. Confrontational Avoids confrontation Confrontational Disagreement and debates are positive for

    the team. Open confrontation is appropriate and will not negatively affect relationships. Avoids confrontation Disagreement and debates are negative for the team. Open confrontation will break group harmony and negatively affect the relationship. Disagreeing US UK France Nigeria Kenya Zimbabwe Saudi Arabia Canada India Japan Brazil From The culture map by Erin Meyer
  31. Sachlichkeit

  32. None
  33. Consensual Top-down Consensual Decisions are made in groups through unanimous

    agreement. Top-down Decisions are made by individuals, (usually the boss or hippo). Deciding Sweden US UK France Nigeria Kenya Zimbabwe Canada India Japan Brazil From The culture map by Erin Meyer
  34. Agree on how you want to decide

  35. Linear-time Flexible-time Linear-time Plans are approached in a sequentially. One

    thing at a time. On time. Flexible-time Plans are approached in a fluid manner. Value is placed on adaptability and flexibility vs. organization. Scheduling Sweden US UK France Nigeria Kenya Zimbabwe Saudi Arabia Canada India Japan From The culture map by Erin Meyer
  36. Egalitarian Hierarchical Egalitarian Low distance between boss and subordinates. Flat

    organisational structures. Hierarchical High distance between boss and subordinates. Layered and rigid organisational structures. Leading Sweden US UK France Nigeria Kenya Zimbabwe Saudi Arabia Canada India Japan Brazil From The culture map by Erin Meyer
  37. Persuading Applications first Principles first Deciding Consensual Top-down Disagreeing Avoids

    confrontation Confrontational Evaluating Indirect negative feedback Direct negative feedback Trusting Activity-based Relationship-based Scheduling Flexible -time Linear time Communicating High context Low context Leading Hierachical Egalitarian From The culture map by Erin Meyer
  38. None
  39. None
  40. Hugh

  41. Know your communicating sh*t Know your deciding sh*t Know your

    disagreeing sh*t Know your evaluating sh*t Know your leading sh*t Know your persuading sh*t Know your scheduling sh*t Know your trust sh*t Put that with the sh*t you learn wherever you go And that’s gonna be a muthaf*cka
  42. Peace! I’m Farai Madzima UX Lead at Shopify in Ottawa

    @farai_uxguy