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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

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Peace! @farai_uxguy

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Source: Sarah Lee

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Source: David Lobosco

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Dizzy Gillespie Source: Herman Leonard

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Louis armstrong Source: Jurgen Schadenburg

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Miles Davis Source: Chris Cameron

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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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Diversity of thought

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Perspectives (Meanings, attitudes, values, ideas)

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Perspectives (Meanings, attitudes, values, ideas) Practices (Patterns of social interaction) Products (Books, tools, foods, laws, music, games) Culture

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Why do teams fail?

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Absence of trust Fear of conflict Lack of commitment Avoidance of accountability Inattention to results 5 dysfunctions of a team

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Geerte Hofstede Source: Gert Jan Hofstede

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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/

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Dr. Erin Meyer Source: Unknown

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Scheduling Persuading Deciding Disagreeing Evaluating Trusting Communicating Leading

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

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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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Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading Application first Principles first

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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

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From The culture map by Erin Meyer

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Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading Application first Principles first High context Low context

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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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Scheduling Persuading Deciding Top-down Consensual Disagreeing Evaluating Trusting Communicating Leading Application first Principles first High context Low context Avoids confrontation Confrontational

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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

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Sachlichkeit

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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

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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

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Skill up your team on the method you want to use for critique.

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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

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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

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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

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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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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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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

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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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“Culture hides more than it reveals and strangely enough, what it hides, it hides most effectively from its own participants.” —— Edward T. Hall

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Hugh Source: Sarah Lee

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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

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Peace! @farai_uxguy @letspixelup faraimadzima.com pixelup.co.za @sourceup sourceup.co.za