(newsletter #)
Figuring out what to explore in a problem-space study is difficult. For problem-space exploration, you ask participants about the larger intent or purpose; for user-research, you ask about your ideas or products. For example, in a problem-space study having to do with drive-through menu design at a fast food chain, we asked participants, “What went through your mind as you decided what to eat for a quick lunch over the past couple of weeks?” The purpose wasn’t to select from a menu, but to eat lunch.

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(newsletter #19)
For a few years, Christina Wodtke has been speaking and writing about using stories in your work. When she says “story,” she means stories with characters and a setting and conflict and resolution. She says stories that develop your concern for the character’s outcome are memorable. And she compares stories with a climax to a typical product decision-making process where the focus is on what can be created or fixed–not why.

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(newsletter #18)

Chances are that if you’re subscribed to this newsletter, you’re interested in techniques for understanding others–specifically in the context of supporting people in your work. Chances are you’ve heard what the U.S. president-elect has promised, and a notable part of it goes against the philosophy of understanding and supporting a variety of different people.
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(Newsletter #17)

I’ve taught a few workshops on problem-space research, listening sessions, and developing & applying empathy lately. These workshops always have room for Q&A and discussion, and the brilliance and depth of the topics always impresses me. I thought I’d pass some of them along. Read More

(Newsletter #16)

I got involved in a Twitter discussion about how a writer defined “active listening” in a UX Booth article:

Tweet by Steve Portigal August 2016 calling Indi's attention to an article in UX Booth saying I define active listening as eavesdropping.

Tweet by Indi Young in August 2016 agreeing with Steve Portigal that active listening is not eavesdropping.
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(Newsletter #14)

On my latest client project, we experienced the typical madness around recruiting. The people we thought we set out to find didn’t define themselves the way we did, resulting in a mid-course correction. And then even with the new definition of whom we were seeking, the recruiting firm couldn’t find enough people. We had to step in and recruit for ourselves. Read More

In the design and creation of products, services, or software, most organizations follow a cyclical approach. The idea is that past work informs future work. The cycle goes by many names Read More

(Newsletter #13)

When I help clients learn to conduct listening sessions, commonly people want an example of what it means to go deep. I will do a demo and several exercises. Sometimes this doesn’t quite illustrate what I mean, so I also do one-on-one coaching. Read More

In the spring of 2015, 210 women in Silicon Valley in senior technology positions participated in a survey. The results of the survey was published as Elephant in the Valley, with hope to raise awareness about issues facing women in the workplace. One of the survey results stated 60% of women in tech have experienced sexual harassment. Read More

Most orgs imagine they understand the problem, but don’t take time to research it. They are content to use what they imagine as the basis for developing their solution. The problem space is where they’ll get their strongest insights and innovations, but you wouldn’t suspect this based on the amount of effort put toward exploring their solution and the people using it. Read More