Summary
Teams Work How People Work You’re part of a cross-functional team dedicated to creating an amazing product experience. You’re an essential piece of a larger puzzle. But how does your piece mesh with all the others? This first-of-its-kind interactive session will blend improvisation, audience participation, panel-style discussion, and more to explore the inner dynamics of cross-functional enterprise teams. We’ll illustrate a few best (and probably a few worst) practices, and you’ll walk away with a new found understanding for your colleagues and a renewed sense of ways to make the fit between your different roles clearer and more effective. Participating in this session: - Christian Crumlish, Head of Product, 7 Cups - Jacqui Frey, Director of Design Operations, MailChimp - Kristina Halvorson, Founder, CEO, Brain Traffic - Jamie Janssen, Research Manager for Shared Rides, Uber Technologies, Inc - Ramya Mahalingam, Associate Design Director, McKinsey & Company - Adam Penly, Lead Frontend Architect, Capital One
Key Insights
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Conflict can be viewed as a zero-sum game where one team's win is another's loss, or as creative tension that fosters innovative outcomes.
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Fostering open communication and collaboration between designers and engineers is crucial for effective product development.
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Understanding different roles and their challenges can help mitigate conflicts and enhance teamwork.
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Engaging stakeholders early in the design process can lead to better alignment and understanding of goals.
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Improvisation exercises can effectively illustrate team dynamics and encourage creative thinking.
Notable Quotes
"We're going to explore those relationships through improvising around a fictional product."
"Think of a string on an instrument... it plays exactly the right note when tension is balanced."
"It's about having the right conversations at the right time to include everyone in the vision."
"Sometimes it’s about leading with empathy, learning about stakeholders' pressures."
"Content is the fuel driving the experience; leadership must acknowledge its value."
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