1. Have you been frustrated by how little your coworkers understand about the value of what you do?

If you're a UX designer, you're an expert. But there's a trap in how this expertise is taught that works against you.

This thread explains what to do about it.
2. Design books/courses are design-centric, but the world isn't. Orgs are business, tech or mission centric. Collision-warning!

"I have to explain my value? And work uphill for respect?"

Yes. The sheer numbers make this likely! But do not despair.
3. We imagine our coworkers should *already know* about design. But how could that possibly happen? Who would have taught them?

We're trained with the presumption non-designers should magically know things - but is that how we approach designing products for people?
4. Designers have and always will be in minority numbers compared to other job roles - designers should be taught/designed for this situation! It's the reality.

But somehow our culture snubs it - avoids it. How does this help the mission of design? It doesn't. It holds us back.
5. Design culture sets designers up to feel lost in their careers. We're conditioned to blame the world or ourselves but both are unhealthy and work against us.

There is another approach to feeling less lost and to finding your way. I explain it here.

scottberkun.com/2021/the-lost-…
6. We're taught to be plan makers, but not makers of decisions. Why?

What's the dream that made you want to be a designer? What skills best serve that goal in your workplace?

scottberkun.com/2021/are-you-a…
7. There are well-known tactics that aren't hard to learn for design influence. And you don't have to be an extrovert.

It starts by seeing this as a problem to try and solve - designers are great problem solvers, we just have to choose it.

scottberkun.com/essays/18-stra…
8. Everyone hates work politics, but that hides some important things designers need.

There are always many opinions about design, which means we need to be good at studying the landscape our ideas will have to live on.

scottberkun.com/2018/why-desig…
9. Practically speaking the way forward only has a handful of paths.

10. The approach every UX designer should know comes from the history of how this has always been done.

This is about human nature. We can be good at this. Anyone can learn to improve their influence - here's a guide for designers.

scottberkun.com/2021/the-insid…
11. I wrote the book *How Design Makes The World* to solve these problems - it teaches designers better ways to explain what we do. AND you can read it with your teams.

designmtw.com

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More from @berkun

27 Apr
If requirements define the problem, how can a designer succeed if the problems they are supposed to solve are poorly defined or the wrong ones?
If the person writing requirements knows nothing about good design, why would anyone expect good design to be a possible outcome?

It's like someone who has never cooked writing a recipe.
Requirements:

- car that goes 1000mph
- lasts 1000 years
- cures cancer
- creates world peace
- makes selfish people generous for 10mile radius
- easy to use
Read 4 tweets
14 Apr
1. When people say "innovations happen faster today than ever before" ask:

Does this person know anything about the history of innovation?

It's an impressive sounding statement rarely challenged since we like to hear it. But it's misleading in several ways that I'll explain.
2. The pace of change is not the same as scale.

For example:

The shift from hauling water on your back to indoor plumbing is HUGE. The shift from iPhone 10 to 11 is SMALL.

Have there been shifts as transformative to your quality of life as plumbing recently? I doubt it.
3. We love Amazon for Prime delivery and consider it a breakthrough, but in 1900 Sears had the same business model: huge catalog + ship anywhere (thx to new railroads).

You could order an entire kit for a house and thousands of Americans did.
Read 9 tweets
13 Apr
1. The fallacy of "seat at the table" is often decisions are made before the table meets. I know this because much of my career was controlling tables.

The more people at any table, the more the real action goes elsewhere. Why? I'll tell you.
2. The design of a conversation about a big decision works best in the small. 3-6 people. Every leader calls on advisors, individually or together, to sort out what they're *really* going to do.

Look around. If your "table" has 10 or 20 people, you're not in that group.
3. Any meeting of 6+ people has performative elements. People can't speak as frankly. They can't respond as directly.

Yes ideas are raised and heard, but you won't get as much of the truth as 1-on-1 or in a small group.
Read 11 tweets
13 Apr
1. It feels terribly trivializing that with everything going on debates like this happen and a reminder of how tech is never neutral, because tech culture isn't either.

nytimes.com/2021/04/13/tec…
2. Of many puzzling things, is this tech group using low tech community practices.

"The IETF... measures consensus by asking factions to hum... assessed by volume/ferocity. Vigorous humming, even from only a few, could indicate... that consensus has not yet been reached."
3. “We have big fights with each other, but our intent is always to reach consensus,” said Vint Cerf

But whose consensus? What if they have no obligation to think about who isn't in the room? What is it a consensus of then?
Read 5 tweets
6 Apr
"Legitimate political change doesn’t come from one person, even a superpowered just person making decrees. Legitimate change comes from a broad base of popular support, things like that. We don’t know what a comic book about that would look like."

nytimes.com/2021/03/30/pod…
"[superheroes] can be problematic... how are they using their power?...is a story about reinforcing the status quo, or about overturning the status quo? And most popular superhero stories are always about maintaining the status quo." - Ted Chiang
"Superheroes, they supposedly stand for justice. They further the cause of justice. But they always stick to your very limited idea of what constitutes a crime, basically the government idea of what constitutes a crime." - Ted Chiang
Read 4 tweets
5 Apr
We are sadly going to see dumb regressions where we fail to learn the best lessons of remote work:

Why should a boss care about about naps, breaks, socializing, etc. if the employee does their job well? The answer is they shouldn't.

wsj.com/articles/youre…
Smart managers should always say:

"I will trust you to nap, take breaks, take time off for personal things, or other ideas you have, provided you do your job well."

Everyone wins. If trust is broken that's one thing, but not to even try makes for a foolish manager.
There is a paranoia in management around change.

So much is justified by "this is the way we've done it" which is among the worst arguments there is.

Our forced remote work experiment of 2020/21 is one of the greatest opportunities ever to question assumptions about work.
Read 5 tweets

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