Cultural bias in design(ers) - UX Australia 2018

Transcript

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

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5. Source: David Lobosco

6. Dizzy Gillespie Source: Herman Leonard

7. Louis armstrong Source: Jurgen Schadenburg

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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
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12. Diversity of thought

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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?

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18. Absence of trust Fear of conflict Lack of commitment Avoidance

    of accountability Inattention to results 5 dysfunctions of a team
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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

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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
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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
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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.
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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
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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
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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