rowid,title,contents,year,author,author_slug,published,url,topic
262,Be the Villain,"Inclusive Design is the practice of making products and services accessible to, and usable by as many people as reasonably possible without the need for specialized accommodations. The practice was popularized by author and User Experience Design Director Kat Holmes. If getting you to discover her work is the only thing this article succeeds in doing then I’ll consider it a success.
As a framework for creating resilient solutions to problems, Inclusive Design is incredible. However, the aimless idealistic aspirations many of its newer practitioners default to can oftentimes run into trouble. Without outlining concrete, actionable outcomes that are then vetted by the people you intend to serve, there is the potential to do more harm than good.
When designing, you take a user flow and make sure it can’t be broken. Ensuring that if something is removed, it can be restored. Or that something editable can also be updated at a later date—you know, that kind of thing. What we want to do is avoid surprises. Much like a water slide with a section of pipe missing, a broken flow forcibly ejects a user, to great surprise and frustration. Interactions within a user flow also have to be small enough to be self-contained, so as to avoid creating a none pizza with left beef scenario.
Lately, I’ve been thinking about how to expand on this practice. Watertight user flows make for a great immediate experience, but it’s all too easy to miss the forest for the trees when you’re a product designer focused on cranking out features.
What I’m concerned about is while to trying to envision how a user flow could be broken, you also think about how it could be subverted. In addition to preventing the removal of a section of water slide, you also keep someone from mugging the user when they shoot out the end.
If you pay attention, you’ll start to notice this subversion with increasing frequency:
Domestic abusers using internet-controlled devices to spy on and control their partner.
Zealots tanking a business’ rating on Google because its owners spoke out against unchecked gun violence.
Forcing people to choose between TV or stalking because the messaging center portion of a cable provider’s entertainment package lacks muting or blocking features.
White supremacists tricking celebrities into endorsing anti-Semitic conspiracy theories.
Facebook repeatedly allowing housing, credit, and employment advertisers to discriminate against users by their race, ability, and religion.
White supremacists also using a video game chat service as a recruiting tool.
The unchecked harassment of minors on Instagram.
Swatting.
If I were to guess why we haven’t heard more about this problem, I’d say that optimistically, people have settled out of court. Pessimistically, it’s most likely because we ignore, dismiss, downplay, and suppress those who try to bring it to our attention.
Subverted design isn’t the practice of employing Dark Patterns to achieve your business goals. If you are not familiar with the term, Dark Patterns are the use of cheap user interface tricks and psychological manipulation to get users to act against their own best interests. User Experience consultant Chris Nodder wrote Evil By Design, a fantastic book that unpacks how to detect and think about them, if you’re interested in this kind of thing
Subverted design also isn’t beholden design, or simple lack of attention. This phenomenon isn’t even necessarily premeditated. I think it arises from naïve (or willfully ignorant) design decisions being executed at a historically unprecedented pace and scale. These decisions are then preyed on by the shrewd and opportunistic, used to control and inflict harm on the undeserving. Have system, will game.
This is worth discussing. As the field of design continues to industrialize empathy, it also continues to ignore the very established practice of threat modeling. Most times, framing user experience in terms of how to best funnel people into a service comes with an implicit agreement that the larger system that necessitates the service is worth supporting.
To achieve success in the eyes of their superiors, designers may turn to emotional empathy exercises. By projecting themselves into the perceived surface-level experiences of others, they play-act at understanding how to nudge their targeted demographics into a conversion funnel. This roleplaying exercise has the effect of scoping concerns to the immediate, while simultaneously reinforcing the idea of engagement at all cost within the identified demographic.
The thing is, pure engagement leaves the door wide open for bad actors. Even within the scope of a limited population, the assumption that everyone entering into the funnel is acting with good intentions is a poor one. Security researchers, network administrators, and other professionals who practice threat modeling understand that the opposite is true. By preventing everyone save for well-intentioned users from operating a system within the parameters you set for them, you intentionally limit the scope of abuse that can be enacted.
Don’t get me wrong: being able to escort as many users as you can to the happy path is a foundational skill. But we should also be having uncomfortable conversations about why something unthinkable may in fact not be.
They’re not going to be fun conversations. It’s not going to be easy convincing others that these aren’t paranoid delusions best tucked out of sight in the darkest, dustiest corner of the backlog. Realistically, talking about it may even harm your career.
But consider the alternative. The controlled environment of the hypothetical allows us to explore these issues without propagating harm. Better to be viewed as the office’s resident villain than to have to live with something like this:
If the past few years have taught us anything, it’s that the choices we make—or avoid making—have consequences. Design has been doing a lot of growing up as of late, including waking up to the idea that technology isn’t neutral.
You’re going to have to start thinking the way a monster does—if you can imagine it, chances are someone else can as well. To get into this kind of mindset, inverting the Inclusive Design Principles is a good place to start:
Providing a comparable experience becomes forcing a single path.
Considering situation becomes ignoring circumstance.
Being consistent becomes acting capriciously.
Giving control becomes removing autonomy.
Offering choice becomes limiting options.
Prioritizing content becomes obfuscating purpose.
Adding value becomes filling with gibberish.
Combined, these inverted principles start to paint a picture of something we’re all familiar with: a half-baked, unscrupulous service that will jump at the chance to take advantage of you. This environment is also a perfect breeding ground for spawning bad actors.
These kinds of services limit you in the ways you can interact with them. They kick you out or lock you in if you don’t meet their unnamed criteria. They force you to parse layout, prices, and policies that change without notification or justification. Their controls operate in ways that are unexpected and may shift throughout the experience. Their terms are dictated to you, gaslighting you to extract profit. Heaps of jargon and flashy, unnecessary features are showered on you to distract from larger structural and conceptual flaws.
So, how else can we go about preventing subverted design? Marli Mesibov, Content Strategist and Managing Editor of UX Booth, wrote a brilliant article about how to use Dark Patterns for good—perhaps the most important takeaway being admitting you have a problem in the first place.
Another exercise is asking the question, “What is the evil version of this feature?” Ask it during the ideation phase. Ask it as part of acceptance criteria. Heck, ask it over lunch. I honestly don’t care when, so long as the question is actually raised.
In keeping with the spirit of this article, we can also expand on this line of thinking. Author, scientist, feminist, and pacifist Ursula Franklin urges us to ask, “Whose benefits? Whose risks?” instead of “What benefits? What risks?” in her talk, When the Seven Deadly Sins Became the Seven Cardinal Virtues. Inspired by the talk, Ethan Marcotte discusses how this relates to the web platform in his powerful post, Seven into seven.
Few things in this world are intrinsically altruistic or good—it’s just the nature of the beast. However, that doesn’t mean we have to stand idly by when harm is created. If we can add terms like “anti-pattern” to our professional vocabulary, we can certainly also incorporate phrases like “abuser flow.”
Design finally got a seat at the table. We should use this newfound privilege wisely. Listen to women. Listen to minorities, listen to immigrants, the unhoused, the less economically advantaged, and the less technologically-literate. Listen to the underrepresented and the underprivileged.
Subverted design is a huge problem, likely one that will never completely go away. However, the more of us who put the hard work into being the villain, the more we can lessen the scope of its impact.",2018,Eric Bailey,ericbailey,2018-12-06T00:00:00+00:00,https://24ways.org/2018/be-the-villain/,ux
250,Build up Your Leadership Toolbox,"Leadership. It can mean different things to different people and vary widely between companies. Leadership is more than just a job title. You won’t wake up one day and magically be imbued with all you need to do a good job at leading. If we don’t have a shared understanding of what a Good Leader looks like, how can we work on ourselves towards becoming one? How do you know if you even could be a leader? Can you be a leader without the title?
What even is it?
I got very frustrated way back in my days as a senior developer when I was given “advice” about my leadership style; at the time I didn’t have the words to describe the styles and ways in which I was leading to be able to push back. I heard these phrases a lot:
you need to step up
you need to take charge
you need to grab the bull by its horns
you need to have thicker skin
you need to just be more confident in your leading
you need to just make it happen
I appreciate some people’s intent was to help me, but honestly it did my head in. WAT?! What did any of this even mean. How exactly do you “step up” and how are you evaluating what step I’m on? I am confident, what does being even more confident help achieve with leading? Does that not lead you down the path of becoming an arrogant door knob? >___<
While there is no One True Way to Lead, there is an overwhelming pattern of people in positions of leadership within tech industry being held by men. It felt a lot like what people were fundamentally telling me to do was to be more like an extroverted man. I was being asked to demonstrate more masculine associated qualities (#notallmen). I’ll leave the gendered nature of leadership qualities as an exercise in googling for the reader.
I’ve never had a good manager and at the time had no one else to ask for help, so I turned to my trusted best friends. Books.
I <3 books
I refused to buy into that style of leadership as being the only accepted way to be. There had to be room for different kinds of people to be leaders and have different leadership styles.
There are three books that changed me forever in how I approach and think about leadership.
Primal leadership, by Daniel Goleman, Richard Boyatzis and Annie McKee
Quiet, by Susan Cain
Daring Greatly - How the Courage to be Vulnerable transforms the way we live, love, parent and Lead, by Brené Brown
I recommend you read them. Ignore the slightly cheesy titles and trust me, just read them.
Primal leadership helped to give me the vocabulary and understanding I needed about the different styles of leadership there are, how and when to apply them.
Quiet really helped me realise how much I was being undervalued and misunderstood in an extroverted world. If I’d had managers or support from someone who valued introverts’ strengths, things would’ve been very different. I would’ve had someone telling others to step down and shut up for a change rather than pushing on me to step up and talk louder over everyone else. It’s OK to be different and needing different things like time to recharge or time to think before speaking. It also improved my ability to work alongside my more extroverted colleagues by giving me an understanding of their world so I could communicate my needs in a language they would get.
Brené Brown’s book I am forever in debt to. Her work gave me the courage to stand up and be my own kind of leader. Even when no-one around me looked or sounded like me, I found my own voice.
It takes great courage to be vulnerable and open about what you can and can’t do. Open about your mistakes. Vocalise what you don’t know and asking for help. In some lights, these are seen as weaknesses and many have tried to use them against me, to pull me down and exclude me for talking about them. Dear reader, it did not work, they failed. The truth is, they are my greatest strengths. The privileges I have, I use for good as best and often as I can.
Just like gender, leadership is not binary
If you google for what a leader is, you’ll get many different answers. I personally think Brené’s version is the best as it is one that can apply to a wider range of people, irrespective of job title or function.
I define a leader as anyone who takes responsibility for finding potential in people and processes, and who has the courage to develop that potential.
Brené Brown
Being a leader isn’t about being the loudest in a room, having veto power, talking over people or ignoring everyone else’s ideas. It’s not about “telling people what to do”. It’s not about an elevated status that you’re better than others. Nor is it about creating a hand wavey far away vision and forgetting to help support people in how to get there.
Being a Good Leader is about having a toolbox of leadership styles and skills to choose from depending on the situation. Knowing how and when to apply them is part of the challenge and difficulty in becoming good at it. It is something you will have to continuously work on, forever. There is no Done.
Leaders are Made, they are not Born.
Be flexible in your leadership style
Typically, the best, most effective leaders act according to one or more of six distinct approaches to leadership and skillfully switch between the various styles depending on the situation.
From the book, Primal Leadership, it gives a summary of 6 leadership styles which are:
Visionary
Coaching
Affiliative
Democratic
Pacesetting
Commanding
Visionary, moves people toward a shared dream or future. When change requires a new vision or a clear direction is needed, using a visionary style of leadership helps communicate that picture. By learning how to effectively communicate a story you can help people to move in that direction and give them clarity on why they’re doing what they’re doing.
Coaching, is about connecting what a person wants and helping to align that with organisation’s goals. It’s a balance of helping someone improve their performance to fulfil their role and their potential beyond.
Affiliative, creates harmony by connecting people to each other and requires effective communication to aid facilitation of those connections. This style can be very impactful in healing rifts in a team or to help strengthen connections within and across teams. During stressful times having a positive and supportive connection to those around us really helps see us through those times.
Democratic, values people’s input and gets commitment through participation. Taking this approach can help build buy-in or consensus and is a great way to get valuable input from people. The tricky part about this style, I find, is that when I gather and listen to everyone’s input, that doesn’t mean the end result is that I have to please everyone.
The next two, sadly, are the ones wielded far too often and have the greatest negative impact. It’s where the “telling people what to do” comes from. When used sparingly and in the right situations, they can be a force for good. However, they must not be your default style.
Pacesetting, when used well, it is about meeting challenging and exciting goals. When you need to get high-quality results from a motivated and well performing team, this can be great to help achieve real focus and drive. Sadly it is so overused and poorly executed it becomes the “just make it happen” and driver of unrealistic workload which contributes to burnout.
Commanding, when used appropriately soothes fears by giving clear direction in an emergency or crisis. When shit is on fire, you want to know that your leadership ability can help kick-start a turnaround and bring clarity. Then switch to another style. This approach is also required when dealing with problematic employees or unacceptable behaviour.
Commanding style seems to be what a lot of people think being a leader is, taking control and commanding a situation. It should be used sparingly and only when absolutely necessary.
Be responsible for the power you wield
If reading through those you find yourself feeling a bit guilty that maybe you overuse some of the styles, or overwhelmed that you haven’t got all of these down and ready to use in your toolbox…
Take a breath. Take responsibility. Take action.
No one is perfect, and it’s OK. You can start right now working on those. You can have a conversation with your team and try being open about how you’re going to try some different styles. You can be vulnerable and own up to mistakes you might’ve made followed with an apology. You can order those books and read them. Those books will give you more examples on those leadership styles and help you to find your own voice.
The impact you can have on the lives of those around you when you’re a leader, is huge. You can help be that positive impact, help discover and develop potential in someone.
Time spent understanding people is never wasted.
Cate Huston.
I believe in you. <3 Mazz.",2018,Mazz Mosley,mazzmosley,2018-12-10T00:00:00+00:00,https://24ways.org/2018/build-up-your-leadership-toolbox/,business
253,Clip Paths Know No Bounds,"CSS Shapes are getting a lot of attention as browser support has increased for properties like shape-outside and clip-path. There are a few ways that we can use CSS Shapes, in particular with the clip-path property, that are not necessarily evident at first glance.
The basics of a clip path
Before we dig into specific techniques to expand on clip paths, we should first take a look at a basic shape and clip-path. Clip paths can apply a CSS Shape such as a circle(), ellipse(), inset(), or the flexible polygon() to any element. Everywhere in the element that is not within the bounds of our shape will be visually removed.
Using the polygon shape function, for example, we can create triangles, stars, or other straight-edged shapes as on Bennett Feely’s Clippy. While fixed units like pixels can be used when defining vertices/points (where the sides meet), percentages will give more flexibility to adapt to the element’s dimensions.
See the Pen Clip Path Box by Dan Wilson (@danwilson) on CodePen.
So for an octagon, we can set eight x, y pairs of percentages to define those points. In this case we start 30% into the width of the box for the first x and at the top of the box for the y and go clockwise. The visible area becomes the interior of the shape made by connecting these points with straight lines.
clip-path: polygon(
30% 0%,
70% 0%,
100% 30%,
100% 70%,
70% 100%,
30% 100%,
0% 70%,
0% 30%
);
A shape with less vertices than the eye can see
It’s reasonable to look at the polygon() function and assume that we need to have one pair of x, y coordinates for every point in our shape. However, we gain some flexibility by thinking outside the box — or more specifically when we think outside the range of 0% - 100%.
Our element’s box model will be the ultimate boundary for a clip-path, but we can still define points that exist beyond that natural box for an element.
See the Pen CSS Shapes Know No Bounds by Dan Wilson (@danwilson) on CodePen.
By going beyond the 0% - 100% range we can turn a polygon with three points into a quadrilateral, a pentagon, or a hexagon. In this example the shapes used are all similar triangles defining three points, but due to exceeding the bounds for our element box we visually see one triangle and two pentagons.
Our earlier octagon can similarly be made with only four points.
See the Pen Octagon with four points by Dan Wilson (@danwilson) on CodePen.
Multiple shapes, one clip path
We can lean on this power of going beyond the bounds of our element to also create more than one visual shape with a single polygon().
See the Pen Multiple shapes from one clip-path by Dan Wilson (@danwilson) on CodePen.
Depending on how we lay it out we can make each shape directly, but since we know we can move around in the space beyond the element’s box, we can draw extra lines to help us get where we need to go next as needed.
It can also help us in slicing an element. Combined with CSS Variables, we can work with overlapping elements and clip each one into alternating strips. This example is two elements, each divided into a few rectangles.
See the Pen 24w: Sliced Icon by Dan Wilson (@danwilson) on CodePen.
Different shapes with fill rules
A polygon() is not just a collection of points. There is one more key piece to its puzzle according to the specification — the Fill Rule. The default value we have been using so far is nonzero, and the second option is evenodd. These two values help determine what is considered inside and outside the shape.
See the Pen A Star Multiways by Dan Wilson (@danwilson) on CodePen.
As lines intersect we can get into situations where pieces seemingly on the inside can be considered outside the shape boundary. When using the evenodd fill rule, we can determine if a given point is inside or outside the boundary by drawing a ray from the point in any direction. If the ray crosses an even number of the clip path’s lines, the point is considered outside, and if it crosses an odd number the point is inside.
Order of operations
It is important to note that there are many CSS properties that affect the final composited appearance of an element via CSS Filters, Blend Modes, and more.
These compositing effects are applied in the order:
CSS Filters (e.g. filter: blur(2px))
Clipping (e.g. what this article is about)
Masking (Clipping’s cousin)
Blend Modes (e.g. mix-blend-mode: multiply)
Opacity
This means if we want to have a star shape and blur it, the blur will happen before the clip. And since blurs are most noticeable around the edge of an element box, the effect might be completely lost since we have clipped away the element’s box edges.
See the Pen Order of Filter + Clip by Dan Wilson (@danwilson) on CodePen.
If we want the edges of the star to be blurred, we do have the option to wrap our clipped element in a blurred parent element. The inner element will be rendered first (with its star clip) and then the parent will blur its contents normally.
Revealing content with animation
CSS Shapes can be transitioned and animated, allowing us to animate the visual area of our element without affecting the content within. For example, we can start with visually hidden content (fully clipped) and grow the clip path to reveal the content within. The important caveat for polygon() is that the number of points need to be the same for each keyframe, as well as the fill rule. Otherwise the browser will not have enough information to interpolate the intermediate values.
See the Pen Clip Path Shape Reveal by Dan Wilson (@danwilson) on CodePen.
Don’t keep CSS Shapes in a box
Clip paths give us some interesting new possibilities, especially when we think of them as more than just basic shapes. We may be heavily modifying the visual representation of our elements with clip-path, but the underlying content remains unchanged and accessible which makes this property fairly powerful.",2018,Dan Wilson,danwilson,2018-12-20T00:00:00+00:00,https://24ways.org/2018/clip-paths-know-no-bounds/,code
259,Designing Your Future,"I’ve had the pleasure of working for a variety of clients – both large and small – over the last 25 years. In addition to my work as a design consultant, I’ve worked as an educator, leading the Interaction Design team at Belfast School of Art, for the last 15 years.
In July, 2018 – frustrated with formal education, not least the ever-present hand of ‘austerity’ that has ravaged universities in the UK for almost a decade – I formally reduced my teaching commitment, moving from a full-time role to a half-time role.
Making the move from a (healthy!) monthly salary towards a position as a freelance consultant is not without its challenges: one month your salary’s arriving in your bank account (and promptly disappearing to pay all of your bills); the next month, that salary’s been drastically reduced. That can be a shock to the system.
In this article, I’ll explore the challenges encountered when taking a life-changing leap of faith. To help you confront ‘the fear’ – the nervousness, the sleepless nights and the ever-present worry about paying the bills – I’ll provide a set of tools that will enable you to take a leap of faith and pursue what deep down drives you.
In short: I’ll bare my soul and share everything I’m currently working on to – once and for all – make a final bid for freedom.
This isn’t easy. I’m sharing my innermost hopes and aspirations, and I might open myself up to ridicule, but I believe that by doing so, I might help others, by providing them with tools to help them make their own leap of faith.
The power of visualisation
As designers we have skills that we use day in, day out to imagine future possibilities, which we then give form. In our day-to-day work, we use those abilities to design products and services, but I also believe we can use those skills to design something every bit as important: ourselves.
In this article I’ll explore three tools that you can use to design your future:
Product DNA
Artefacts From the Future
Tomorrow Clients
Each of these tools is designed to help you visualise your future. By giving that future form, and providing a concrete goal to aim for, you put the pieces in place to make that future a reality.
Brian Eno – the noted musician, producer and thinker – states, “Humans are capable of a unique trick: creating realities by first imagining them, by experiencing them in their minds.” Eno helpfully provides a powerful example:
When Martin Luther King said, “I have a dream,” he was inviting others to dream that dream with him. Once a dream becomes shared in that way, current reality gets measured against it and then modified towards it.
The dream becomes an invisible force which pulls us forward. By this process it starts to come true. The act of imagining something makes it real.
When you imagine your future – designing an alternate, imagined reality in your mind – you begin the process of making that future real.
Product DNA
The first tool, which I use regularly – for myself and for client work – is a tool called Product DNA. The intention of this tool is to identify beacons from which you can learn, helping you to visualise your future.
We all have heroes – individuals or organisations – that we look up to. Ask yourself, “Who are your heroes?” If you had to pick three, who would they be and what could you learn from them? (You probably have more than three, but distilling down to three is an exercise in itself.)
Earlier this year, when I was putting the pieces in place for a change in career direction, I started with my heroes. I chose three individuals that inspired me:
Alan Moore: the author of ‘Do Design: Why Beauty is Key to Everything’;
Mark Shayler: the founder of Ape, a strategic consultancy; and
Seth Godin: a writer and educator I’ve admired and followed for many years.
Looking at each of these individuals, I ‘borrowed’ a little DNA from each of them. That DNA helped me to paint a picture of the kind of work I wanted to do and the direction I wanted to travel.
Moore’s book - ‘Do Design’ – had a powerful influence on me, but the primary inspiration I drew from him was the sense of gravitas he conveyed in his work. Moore’s mission is an important one and he conveys that with an appropriate weight of expression.
Shayler’s work appealed to me for its focus on equipping big businesses with a startup mindset. As he puts it: “I believe that you can do the things that you do better.” That sense – of helping others to be their best selves – appealed to me.
Finally, the words Godin uses to describe himself – “An Author, Entrepreneur and Most of All, a Teacher” – resonated with me. The way he positions himself, as, “most of all, a teacher,” gave me the belief I needed that I could work as an educator, but beyond the ivory tower of academia.
I’ve been exploring each of these individuals in depth, learning from them and applying what I learn to my practice. They don’t all know it, but they are all ‘mentors from afar’.
In a moment of serendipity – and largely, I believe, because I’d used this tool to explore his work – I was recently invited by Alan Moore to help him develop a leadership programme built around his book.
The key lesson here is that not only has this exercise helped me to design my future and give it tangible form, it’s also led to a fantastic opportunity to work with Alan Moore, a thinker who I respect greatly.
Artefacts From the Future
The second tool, which I also use regularly, is a tool called ‘Artefacts From the Future’. These artefacts – especially when designed as ‘finished’ pieces – are useful for creating provocations to help you see the future more clearly.
‘Artefacts From the Future’ can take many forms: they might be imagined magazine articles, news items, or other manifestations of success. By imagining these end points and giving them form, you clarify your goals, establishing something concrete to aim for.
Earlier this year I revisited this tool to create a provocation for myself. I’d just finished Alla Kholmatova’s excellent book on ‘Design Systems’, which I would recommend highly. The book wasn’t just filled with valuable insights, it was also beautifully designed.
Once I’d finished reading Kholmatova’s book, I started thinking: “Perhaps it’s time for me to write a new book?” Using the magic of ‘Inspect Element’, I created a fictitious page for a new book I wanted to write: ‘Designing Delightful Experiences’.
I wrote a description for the book, considering how I’d pitch it.
This imagined page was just what I needed to paint a picture in my mind of a possible new book. I contacted the team at Smashing Magazine and pitched the idea to them. I’m happy to say that I’m now working on that book, which is due to be published in 2019.
Without this fictional promotional page from the future, the book would have remained as an idea – loosely defined – rolling around my mind. By spending some time, turning that idea into something ‘real’, I had everything I needed to tell the story of the book, sharing it with the publishing team at Smashing Magazine.
Of course, they could have politely informed me that they weren’t interested, but I’d have lost nothing – truly – in the process.
As designers, creating these imaginary ‘Artefacts From the Future’ is firmly within our grasp. All we need to do is let go a little and allow our imaginations to wander.
In my experience, working with clients and – to a lesser extent, students – it’s the ‘letting go’ part that’s the hard part. It can be difficult to let down your guard and share a weighty goal, but I’d encourage you to do so. At the end of the day, you have nothing to lose.
The key lesson here is that your ‘Artefacts From the Future’ will focus your mind. They’ll transform your unformed ideas into ‘tangible evidence’ of future possibilities, which you can use as discussion points and provocations, helping you to shape your future reality.
Tomorrow Clients
The third tool, which I developed more recently, is a tool called ‘Tomorrow Clients’. This tool is designed to help you identify a list of clients that you aspire to work with.
The goal is to pinpoint who you would like to work with – in an ideal world – and define how you’d position yourself to win them over. Again, this involves ‘letting go’ and allowing your mind to imagine the possibilities, asking, “What if…?”
Before I embarked upon the design of my new website, I put together a ‘soul searching’ document that acted as a focal point for my thinking. I contacted a number of designers for a second opinion to see if my thinking was sound.
One of my graduates – Chris Armstrong, the founder of Niice – replied with the following: “Might it be useful to consider five to ten companies you’d love to work for, and consider how you’d pitch yourself to them?”
This was just the provocation I needed. To add a little focus, I reduced the list to three, asking: “Who would my top three clients be?”
By distilling the list down I focused on who I’d like to work for and how I’d position myself to entice them to work with me. My list included: IDEO, Adobe and IBM. All are companies I admire and I believed each would be interesting to work for.
This exercise might – on the surface – appear a little like indulging in fantasy, but I believe it helps you to clarify exactly what it is you are good at and, just as importantly, put that in to words.
For each company, I wrote a short pitch outlining why I admired them and what I thought I could add to their already existing skillset.
Focusing first on Adobe, I suggested establishing an emphasis on educational resources, designed to help those using Adobe’s creative tools to get the most out of them.
A few weeks ago, I signed a contract with the team working on Adobe XD to create a series of ‘capsule courses’, focused on UX design. The first of these courses – exploring UI design – will be out in 2019.
I believe that Armstrong’s provocation – asking me to shift my focus from clients I have worked for in the past to clients I aspire to work for in the future – made all the difference.
The key lesson here is that this exercise encouraged me to raise the bar and look to the future, not the past. In short, it enabled me to proactively design my future.
In closing…
I hope these three tools will prove a welcome addition to your toolset. I use them when working with clients, I also use them when working with myself.
I passionately believe that you can design your future. I also firmly believe that you’re more likely to make that future a reality if you put some thought into defining what it looks like.
As I say to my students and the clients I work with: It’s not enough to want to be a success, the word ‘success’ is too vague to be a destination. A far better approach is to define exactly what success looks like.
The secret is to visualise your future in as much detail as possible. With that future vision in hand as a map, you give yourself something tangible to translate into a reality.",2018,Christopher Murphy,christophermurphy,2018-12-15T00:00:00+00:00,https://24ways.org/2018/designing-your-future/,process
246,Designing Your Site Like It’s 1998,"It’s 20 years to the day since my wife and I started Stuff & Nonsense, our little studio and my outlet for creative ideas on the web. To celebrate this anniversary—and my fourteenth contribution to 24 ways— I’d like to explain how I would’ve developed a design for Planes, Trains and Automobiles, one of my favourite Christmas films.
My design for Planes, Trains and Automobiles is fixed at 800px wide.
Developing a