We're looking for an experienced developer to join us in our mission to make better data available to better inform planning and housing decisions. Lot's of prototyping, map-making, and data pipelining awaits:
"Take tackling Covid-19... The critical data, which tells us how humans are responding, is what shapes key policy decisions. And this comes from the discipline of social science"
And for clarity - this is on us, as user researchers, designers and user expereince leaders. It's our job is to make it as easy as possible for colleagues to access insights and prototypes
Hypothesis: screen flows and journey maps can be useful working tools for delivery teams, but a mark of design maturity is when decision-makers spend less time looking at Powerpoint or PDFs and more interacting with products and prototypes
Been puzzling over this one. Often...
What people say: "We need an end-to-end view of the customer journey"
What they mean: "We need to immerse ourselves in our users' experiences"
“What are the challenges we need to solve, and what are the capabilities, experiences and backgrounds we must possess to address these challenges in new ways?”
Use "exploration" to quickly frame and fund discovery right, not to impose stakeholder-anxiety-driven limits on the discovery team
In the years since I've seen organisations that do the "few things you need to do pre-discovery" really well, and others that seem to make heavy weather of it
In the early iterations of the service manual, there was a line something like "there are a few things that you'll want to do pre-discovery". Before you knew it, departments had invented a whole new phase. Always made me uncomfortable
Thank you MoJ colleagues, I much prefer "exploration" to "pre-discovery"
The open source licensed accessibility personas our team used are here https://alphagov.github.io/accessibility-personas/
Yet another example of #MakeThingsOpenItMakesThingsBetter
“when organisations become purely focused on feature releases without prioritising design maintenance as part of their backlog” https://link.medium.com/YCWgOQmpX6
Conversely, when people work under the constant risk of being second-guessed, their decisions matter less, doing their best work counts for less, and they know it
When people know they have the unconditional support of leaders they trust, it's a spur to do the right thing more often, and to take greater personal responsibility
Open social media for the UK