Summary
In this talk, Boon will share learnings from understanding systems thinking at a deeper level, and how this has shaped and improved his approaches to large, messy problem spaces as an senior individual contributor working on product / service design and strategy in the enterprise. Boon's perspectives on systems draw from a mix of systems perspectives, which include Checkland's soft-systems methodology, Capra's systems view of life, and Ricigliano's Systems Practice approaches. He'll also share some of the practicalities and challenges of learning and applying systems thinking (which hasn't been simple), while having to deliver on UX outcomes at the same time.
Key Insights
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Systems thinking is essential for understanding the interdependence of stakeholders in enterprise environments.
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Designing for organizational change is as crucial as designing for users and products.
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Polarity mapping helps in recognizing and balancing opposing forces within systems.
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Change happens through behaviors rather than products or services alone.
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Building trust and healthy relationships among stakeholders enhances collaboration and effectiveness in design efforts.
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Understanding different perspectives of stakeholders fosters inclusive problem-solving.
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Documentation and sharing of user research can become a collective activity that strengthens community and awareness.
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Incremental interventions can yield high impacts in complex organizational systems.
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Emphasizing qualities that align with user feedback creates a system that self-perpetuates and resonates with users.
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Embracing the complexity of design challenges leads to more practical and pragmatic solutions.
Notable Quotes
"This journey was about making sense of systems through vulnerability and real experiences."
"Enterprise UX is really hard because we are designing amidst complexity and change."
"Systems thinking forces us to reconcile the various dimensions of our organizational design efforts."
"It's important to understand all aspects of the organization, not just users, in design contexts."
"We can't bulldoze completely fresh standards; we need to navigate complexity thoughtfully."
"Design thinking can tackle and navigate complex change across organizations."
"The change that happens isn't designed; it's how we as people respond to what happens."
"By connecting the system back to itself, we promote behaviors that lead to meaningful interventions."
"As designers, we assume teams will navigate change themselves, but that's the space where we need to engage more."
"Our systems work fundamentally involves people; we must start from there."
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