Trained academically as a computer science student, I was used to/still sometimes evaluate feasibility too early. When a solution appears, my mind starts asking “is this feasible” very quickly. That’s the downside of having an engineering mindset: you may run “feasibility evaluations” for your design solutions your head too early, rather than putting all the solution options onto the table, and waiting for your engineering partners’ expertise. This resulted in eliminating certain solutions prematurely. When you care about “what is feasible” too much too early, you stop going an extra mile to add a level of star experience for your users.
Being able to effectively influence others is very important, if you need to move projects forward with limited resources.
Some say good attitudes = good outcomes. But good managers know that this is not true. Here’s a framework from my coworker on developing people.
Check out the Chinese version 《我们的2019年之最》.
At the end of the day, maintaining a healthy partnership is really a balancing act. It’s not about who wins, but find out a way to make all of us succeed.
Peter Drucker pointed out what’s most important for a knowledge worker: use your mind, not just your hands. Being effective is not about following orders and get them done right, but figuring out what’s the right thing to do in the first place.
A very interesting framework on the four methods of decision making learned from my manager Carlo based on the book Crucial Conversations.
Sketchnotes and thoughts from a talk on JTBD framework.
In the event Design User Experience Driven by AI, Paul Lambert (Product Manager) and Annika Crowley (Interaction Designer) from Google gave us great talks on how Gmail designed the Smart Compose feature, and five strategies to create great user experience with AI (see sketchnotes).