Never explain what they can obviously see right in front of them. They can all see the logo on the top left. They can all see the search box. There is absolutely nothing more boring than a designer walking a client down the page, listing all the things they can already see.
Pull up. You don’t sell a house by talking about sheetrock. You sell it by getting the buyer to picture themselves in the neighborhood.
Sell the benefits of the work. Sell how the work matches to the project’s goals. Sell how their new site is going to crush their competitors and make them all rich beyond their wildest dreams.
And while every decision on that page should have been made with the benefit of data and good research, people are irrational creatures who don’t make decisions based on data and research. They make them based on stories. So find your story and tell it.
And I get it, a programming language is just a tool. Totally. But, at some point, that language we’re comfortable with turns into a broken hammer and you’re sitting there telling somebody you don’t need a fucking screwdriver, man, because you can set this claw on the back of this hammer at a 45 degree angle and turn.
“There are no grown-ups. We suspect this when we are younger, but can confirm it only once we are the ones writing books and attending parent-teacher conferences. Everyone is winging it, some just do it more confidently.”—Pamela Druckerman, in What You Learn in Your 40s, for NYTimes.com. (via parenthacks)
“A story map depicts how your product works and why it matters—but crucially—it does not explicitly spell out the final design, UI or in-the-weeds UX logic. It does, however, hold the product vision and works as a rubric against which the team can make better and faster decisions.”—Story Map
“Today’s technologies – instrumented things, sensor networks, data – have the opportunity to deepen social relationships, to brings us new important kinds of social relationships that we don’t already have and to participate directly in those relations. When we start to think about our technologies as not simply providing incremental value – good recommendations or metrics for this or that problem – we give them room to grow.”—"Baking behavioral nudges into the products we own" (via shoutsandmumbles)
Organizational metaphors can be helpful to think about what’s going on in work culture. Gareth Morgan’s Images of Organizationis a great compendium of metaphors: organization as a machine, organism, brain, culture, political systems, etc. I also find Joanne Martin’s analysis of contending…
“Cycling isn’t a game, it’s a sport. Tough, hard and unpitying, and it requires great sacrifices. One plays football, or tennis, or hockey. One doesn’t play at cycling.”—Jean de Gribaldy, cyclist and directeur sportif. (via cadenced)