1. All of the ideas in How Design Makes The World are encapsulated in these four questions every product team should ask regularly. #design #ux #designmtw
2. Many projects have requirements, schedules and cool ideas, but forget to focus on improving something specific for real people. Or get lost along the way.

Good teams refresh the real goals often, like a lighthouse.
3. We're all prone to forgetting our biases and designing for ourselves.

If we don't go out of our way to study our customer's real needs, and how they differ from our own, we will fail them and possibly not even know until it's too late.
4. Everyone wants to succeed, but how to *ensure* it? It's not easy.

Experts like user researchers and UX designers, and the methods they use, are the best ways we have to improve the odds projects succeed at making good things for people.
5. We all know tech stories of unintended consequences (e.g. social media and misinformation, cars and gridlock traffic).

To make something truly good means thinking about how it can be manipulated or how 'success' can create new problems. Design for the next generation.
6. The book has 20 short chapters filled with stories and easy lessons. Each chapter maps to one of the questions.

This helps your entire team easily understand the role they play in enabling or preventing truly good design. #designmtw
7. Free chapters from How Design Makes the World, plus reviews, a short film and more are all here:

designmtw.com #designmtw

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More from @berkun

13 May
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?
Read 11 tweets
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.

- 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.

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."

"[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

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