Crafting Collaboration
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Transcript of Crafting Collaboration
1Ready to Inspire / December 2012
CRAFTINGCOLLABORATION
Cindy Chastain@cchastain
InspireConference 2012Leiden, Netherlands
Ready to Inspire / December 2012 2
WHO I AM
sketch artist, cinematographer, screenwriter, furniture maker, teacher, experience designer, mother, strategist, piano player, business consultant
3Ready to Inspire / December 2012
sket
ch a
rtist
cinem
atog
raph
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scre
enwrit
er
furn
iture
mak
er
teac
her
expe
rienc
e de
signe
r
mot
her
stra
tegi
st
pian
o pl
ayer
busin
ess
cons
ulta
nt0
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A BETTER REPRESENTATION OF WHO I AM
4Ready to Inspire / December 2012
sket
ch a
rtist
cinem
atog
raph
er
scre
enwrit
er
furn
iture
mak
er
teac
her
expe
rienc
e de
signe
r
mot
her
stra
tegi
st
pian
o pl
ayer
busin
ess
cons
ulta
nt0
2000
4000
6000
8000
10000
AREAS OF EXPERTISE (E.G. SOLID CRAFT)
5Ready to Inspire / December 2012
What does “craft” mean, anyway?
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The thoughtful and consistent application of mastered practices.
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HOW TO GET IT
practice (lots of it)
guidance
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HOW TO KNOW WHEN YOU HAVE IT
• You've internalized an approach
• Decisions are well-judged and come quickly
• The work is of a consistent high quality
• You can teach it to someone else
9Ready to Inspire / December 2012
How many of you have mastered your craft?
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idea
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idea
launchv2
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idea
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idea
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idea
launch
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idea
launchv2
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stuff around intangiblesand constant iteration
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InformationArchitect
Strategist Interaction/visual designer
Developer
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ARRIVING AT
Website!
AN END PRODUCT
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event
BUT HERE’SWHERE WE ARE NOW
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intangiblecomplexalways changing
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WEBSITES ARE NOT SHOES
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In a digital space, craft is not just about mastering a practice or a set of skills; it’s also about how we think and how we collaborate.
24Ready to Inspire / December 2012
Tip #1: Start being craft-ful in your thinking
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Your craft is clearly a product of your thinking.
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uncritical/divergent
critical/convergent
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What I’ve noticed
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KEY
• Find ways to move between uncritical/divergent and critical/convergent modes.
• Always ask yourself if you’re iterating enough.
• Don’t be a hammer looking for a nail.
TAKEAWAYS
31Ready to Inspire / December 2012
Tip #2: Look beyond your discipline
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You are no longer your own best resource.
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InformationArchitect
Strategist Interaction/visual designer
Developer
Ready to Inspire / December 2012 34
InformationArchitect
Strategist Interaction/visual designer
Developer
Ready to Inspire / December 2012 35
InformationArchitect
Strategist Interaction/visual designer
Developer
Ready to Inspire / December 2012 36
InformationArchitect
Strategist Interaction/visual designer
Developer
Ready to Inspire / December 2012 37
38Ready to Inspire / December 2012
KEY
• Know when to step forward, know when to step back.
• Integrate others into your process.
• Proactively seek input from others outside of your discipline.
• Trust the ability of others to create with you.
TAKEAWAYS
39Ready to Inspire / December 2012
Tip #3: Give in toconstant learning
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Iteration and constant learning are like the carpenter’s plane of a digital product.
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42Ready to Inspire / December 2012
DESIGN & BUILD & ITERATE MEASURE & REFINE
EXPERIENCE STRATEGY DESIGN TECHNOLOGY ANALYTICS
DISCOVER & PLAN
DESIGN PROCESS
Learning Learning Learning Learning
43Ready to Inspire / December 2012
DESIGN & BUILD & ITERATE MEASURE & REFINE
EXPERIENCE STRATEGY DESIGN TECHNOLOGY ANALYTICS
DISCOVER & PLAN
DESIGN PROCESS
What is it? How does it work?
How do webuild it?
How is itperforming?
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THE DESIGN SPRINT
SKETCH/ WIRERAME
PROTOTYPE
OR DEVELOP
TEST
REFINE
PREPARE & CONCEPT
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MUTIPLE DESIGN SPRINTS
Sprint 1 Sprint 2 Sprint 3 Sprint 4
New learning New learning New learning New learning
46Ready to Inspire / December 2012
OVERLAPPING DESIGN & DEV SPRINTS
Sprint 1 Sprint 2 Sprint 3 Sprint 4
UX
Dev
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KEY
• Go deep (in a reasonable time)
• Shift your mental model of process from linear to iterative.
• Be flexible and adapt to new inputs along the way.
• Be prepared to change up your approach as technology changes.
TAKEAWAYS
48Ready to Inspire / December 2012
Tip #4: Find ways to incite change
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Preserving craft requires setting up the right conditions.
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ORGANIZATIONAL ROADBLOCKS
• Non-agile project management approaches
• Budgets that count resource hours
• Space that doesn’t facilitate communication and collaboration
• Management that doesn’t encourage learning
• Siloed team structures
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Open design reviews
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Integrated, cross-pollinated team structures
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Flow time
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KEY
• Rethink your team structure
• Create a culture of creativity
• Give people time to work
• Be flexible enough to change when it’s needed
TAKEAWAYS
56Ready to Inspire / December 2012
The thoughtful and consistent application of mastered, yet evolving practices in collaboration with other disciplines.
A NEW DEFINITION OF CRAFT