Upgrade to Pro — share decks privately, control downloads, hide ads and more …

UXA2023 Erin Casali - Driving organizational change with co-design

August 24, 2023

UXA2023 Erin Casali - Driving organizational change with co-design

While we often focus on users and the products that deliver value to them, nothing would exist if it wasn't for the organizations that make these products.

If we look at organizations under a product lens, we have a system that grows and evolves in time, fulfilling its ultimate goal: delivering a product or service for its users.

But how does this system grow? This is often left to individuals to figure it out, a lot of frameworks focus on the "ideal state" and not on the change to get us there. By understanding that organizations are living systems and not static structures we can break the illusion of the "ideal team" and "ideal company" and focus instead on the pragmatic goal: managing meaningful change that creates more efficient organizations that benefit employees and, ultimately, users.

Because let's be clear: no organization ever fits any ideal model.

In this talk we are going to see how we can use our skills to approach meaningful and direct change in organizations, through processes, culture, and ultimately, the wellbeing of all the people that make things happen.


August 24, 2023

More Decks by UXAustralia

Other Decks in Design


  1. Manifesto Ibridi F E L L O W DIRECTOR PRODUCT

  2. Interfacing Pro fi cient in creating interface
 to in fl

    uence human behaviour * text heavy UIs are still UIs
  3. Conway’s Law Organizations which design systems are constrained to produce

    designs which are copies of the communication structures of these organizations.
  4. “ ” Donella Meadows Remember, always, 
 that everything you

 and everything everyone knows, 
 is only a model
  5. Aim for the best solution in your context Do not

    aim for the ideal universal solution
  6. “ ” Ursula K. Le Guin What goes too long

 destroys itself
  7. Influence Circles How di ff erent parts of your environment

    and people are a ff ected by your actions Circle of concern Circle of in fl uence Circle of control
  8. In fl uence Change by aligning 
 others Things I

    can in fl uence Circle of in fl uence
  9. Hierarchy Circles Organization 
 circle Group 
 circles Team 

    circles A ‘circle’ is an abstraction of groups of people, information fl ows, and processes 
 in a hierarchical org structure but not strictly linked to a speci fi c structure
  10. PROCESSES running the company, setting vision, direction, fi nancials PEOPLE

 top mgmt AFFECTS everyone Organization circle
  11. Group circles PROCESSES strategy and tactic, coordinating people, allocating people

    PEOPLE middle mgmt, principals AFFECTS a big part 
 of the org
  12. Some changes happen within a single circle: they can a

    ff ect others, but others do not need to do anything to change.
  13. Consult Make sure to plan with decision makers and the

    people involved 
 and a ff ected
  14. Pilot Run the pilot program, the fi rst test to

    experiment if the change works and sticks
  15. Rollout Once proven, roll out quicker the rest of the

    org. Make sure to still check with people
  16. Involve other peer teams to embrace the change, fi nd

    new advocates to propagate the change further Champion
  17. Sometimes to create change it’s necessary to fi nd peer

    allies that can make the proposal more loud and clear Ally
  18. Have an experimental
 approach to change Experiment to make sure

 can be rolled back: it provides safety
  19. What’s the hypothesis? 
 How it will run? 

    is the review? Keep people committed 
 Review as it progress 
 Adjust where needed How effective was it? 
 Any change needed? 
 Do we keep it? Keep Revert Repeat Plan Run Review
  20. Most* company politics are 
 people thinking they are doing

    the right thing and missing something * yes, a[BLEEP]holes exist
  21. Learn Not just what 
 in the solution 

 but also about 
 the people’s 
  22. “ ” Ursula K. Le Guin There are no right

 to wrong questions