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Cultural bias in design(ers) - UX Australia 2018

20731b847c4de81c1e601e563fa67b6b?s=47 farai
August 31, 2018
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Cultural bias in design(ers) - UX Australia 2018

20731b847c4de81c1e601e563fa67b6b?s=128

farai

August 31, 2018
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  1. Cultural bias in design(ers) Farai Madzima UX Lead at Shopify

    @farai_uxguy Can being African make me bad at design? UX Australia August 31, 2018
  2. Peace! @farai_uxguy

  3. Source: Sarah Lee

  4. None
  5. Source: David Lobosco

  6. Dizzy Gillespie Source: Herman Leonard

  7. Louis armstrong Source: Jurgen Schadenburg

  8. None
  9. Miles Davis Source: Chris Cameron

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

    you’ve learned here That’s gonna be a muthaf*cka
  11. None
  12. Diversity of thought

  13. None
  14. Perspectives (Meanings, attitudes, values, ideas)

  15. Perspectives (Meanings, attitudes, values, ideas) Practices (Patterns of social interaction)

    Products (Books, tools, foods, laws, music, games) Culture
  16. Why do teams fail?

  17. None
  18. Absence of trust Fear of conflict Lack of commitment Avoidance

    of accountability Inattention to results 5 dysfunctions of a team
  19. None
  20. Geerte Hofstede Source: Gert Jan Hofstede

  21. Power distance Individualism Feminine / Masculine Uncertainty avoidance Long-term orientation

    Restraint / Indulgence Hierarchical Egalitarian Individualist Collectivist Power seeking Nurturing Ambiguity creates anxiety Comfortable with ambiguity Long term first Short term first Happiness always good Happiness can be bad https://www.hofstede-insights.com/models/national-culture/
  22. Dr. Erin Meyer Source: Unknown

  23. None
  24. Scheduling Persuading Deciding Disagreeing Evaluating Trusting Communicating Leading

  25. Scheduling Persuading Deciding Disagreeing Evaluating Trusting Communicating Leading Top-down Consensual

  26. 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
  27. None
  28. None
  29. None
  30. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first
  31. 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
  32. From The culture map by Erin Meyer

  33. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first High context Low context
  34. 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
  35. None
  36. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first High context Low context Avoids confrontation Confrontational
  37. 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
  38. Sachlichkeit

  39. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first High context Low context Avoids confrontation Confrontational Indirect negative feedback Direct negative feedback
  40. 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
  41. Skill up your team on the method you want to

    use for critique.
  42. None
  43. None
  44. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first High context Low context Avoids confrontation Confrontational Indirect negative feedback Direct negative feedback Hierarchical Egalitarian
  45. 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
  46. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first High context Low context Avoids confrontation Confrontational Indirect negative feedback Direct negative feedback Hierarchical Egalitarian Relationship-based Task-based
  47. Task-based Relationship-based Task-based Trust is built through business-related activities Relationship-based

    Trust is built through social activities. Trusting Netherlands US UK France Nigeria China Saudi Arabia Poland India Germany From The culture map by Erin Meyer Germany Finland Italy Russia Spain
  48. None
  49. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first High context Low context Avoids confrontation Confrontational Indirect negative feedback Direct negative feedback Hierarchical Egalitarian Flexible-time Linear-time Relationship-based Task-based
  50. 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
  51. Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading

    Application first Principles first High context Low context Avoids confrontation Confrontational Indirect negative feedback Direct negative feedback Hierarchical Egalitarian Flexible-time Linear-time Relationship-based Task-based
  52. None
  53. None
  54. None
  55. “Culture hides more than it reveals and strangely enough, what

    it hides, it hides most effectively from its own participants.” —— Edward T. Hall
  56. Hugh Source: Sarah Lee

  57. Know our communicating sh*t Know our deciding sh*t Know our

    disagreeing sh*t Know our evaluating sh*t Know our leading sh*t Know our persuading sh*t Know our scheduling sh*t Know our trust sh*t Put that with the sh*t we learn wherever we go And that’s gonna be a muthaf*cka
  58. Peace! @farai_uxguy @letspixelup faraimadzima.com pixelup.co.za @sourceup sourceup.co.za