Over the past 15+ years I’ve noticed a dissatisfaction with the day-to-day of working as UXer in corporate environments in essence the problem boils down into two main complaints.
- Some people don’t know exactly what’s expected from them in the execution of their role, quite often people understand what they’re being asked to do but can’t understand how that fits into the high level company objectives.
- Some people are frustrated their deliverables are mandated, and don’t have any control over then way they complete their task.
My view is that the wider system we’re participating is at fault i.e. UX isn’t being engaged early enough to help define the solution from the high level business objects. Obviously the long term goal must be to move UX higher up the delivery chain so we can help to shape the solution before they are handed down to be designed.
Here I’m choosing to accept the reality (that at the moment there is a mismatch between what the designer believes they should be designing to achieve what the business wants, and what they are being asked to ‘design’) rather than fall into a position of learned helplessness and frustration that I’m not doing the job I expect to be doing.
So I have been considering the impact that this mismatch has on the team and individual morale, as I worry that this mismatch erodes motivation, and limits a persons ability to become autonomous; causing frustration and dissatisfaction. After all how many times can an individual be told no, before they give up offering suggestions all together? While we can’t, at the moment, alter the nature of the tasks being handed down. We can create an environment of personal and team autonomy, where we can select the tools, approach and environment we complete our tasks in.
Why is autonomy important?
Autonomy, being able to choose how (and where) you achieve a task, is important as it is an innate precondition of psychological wellbeing and should be something every organisation supports. It is also a clear signifier of a teams maturity and that an individual’s skills and experiences are valued.
My view is that autonomy, in an environment where a persons’s ability to influence a solution is constrained, creates job satisfaction leading to higher quality output, loyalty and deeper engagement in their role.
Note: I appreciate that some individuals are already highly motivated, and we can all point to examples where they are autonomous but i’m considering a framework but which we create a environment to make all staff regardless of their skill level achieve the same level of autonomy and empowerment.
How then can we create and reinforce an autonomous environment to counteract the mismatch?
To achieve autonomy a person needs:
- Purpose – to define, or understand an outcome and the ‘value’ of the outcome to which an individual can dedicate themselves to achieving.
- Mastery – the continual pursuit to build the skills and capabilities to deploy in order to achieve a purpose.
- To be Trusted – to utilise theirs skills and expertise in the best way that they can to achieve the tasks they are being asked to do.
The role of a responsible organisation is to:
- Clarify purpose
- Support the mastery of skills and tools
- Trust the individual to execute their role to the best of their ability.
This doesn’t happen in a vacuum and an organisation has to have a mature attitude to exercising their responsibility.
Organisation base purpose
UXers move into the profession to do good, they want to use psychology, insights and design to make the world a better place. They want to adapt the world of business and technology to meet the needs of the individual.
Some UXers are lucky, they will work for a startup or research organisation who are designing novel, purely user focused systems, but most aren’t.
Most UXers are hired by businesses who wants to make sure that the product or service they’re offering is able to extract the most amount of value from the customer.
We need to honest about this, a lot of the time the work itself isn’t sexy, but as long as the work is valued by the organisation, and helps to relieve the pain of the customer somewhat then most people are happy to work hard to deliver these projects.
This is usually enough to give someone a sense of purpose about their work within the context of their role but the key is to be honest about the situation. You’re not going to get anywhere by enticing people in with all the wonders of the world, if the reality is quite different.
Career base purpose
However, In order to get the a person or team fully engage, we need to engender a culture of career base purpose. Career based purpose extends beyond a person’s employment. By fostering a culture of career based, purpose will have a massive impact on morale, and the value a person brings to their role. It’s my view that everyone regardless of their role or position wants to become the best they can be, so we need to ensure that we enable people to get on a path to mastery.
Mastery of tools and skills
So if the work isn’t living up to expectations then what will motivate the UXer to give their best your business?
If you create an environment where a UXer is supported in learning and using new tools and skills then you can help them towards a sense of mastery. This is essential for retaining senior members of the team but is mandatory for junior members of the team.
Most organisation have a self-development initiatives that will introduce them to the tools and activities they can use in their jobs but a mature organisation will provide a mentoring program that allows an individual to evaluate and select the tools they want use, in a supportive environment where mistakes are welcomed as a learning outcome.
It is the responsibility of senior members of the team to discuss the pros and cons and to create a base for learning. Their job is not to provide a dot to dot execution plan but to provide a framework by which the junior member of the team can self discover and master the requisite skills.
This approach has the added benefit of creating a team culture where self discovery is a default behaviour, and the team will gel in a way that prescription doesn’t allow.
When an individual has a sense of purpose and is on the road to mastery it then that the organisation has to trust them to do their best without the need to micromanage them
It should be a given that if someone is good enough to get through their interview and probation period then they should be trusted to conduct their role as a thinking, trustworthy human being. It’s the mark of a mature organisation that people are treated like adults to discuss, disagree and find approaches to deliver without the need for a rigid delivery methodology.
There is, without question, the need to coordinate activities that overlap, and are delivered through a single mechanism but to require an individual to produce wireframes before designs, or to produce a specification document in a rigid format just to achieve a delivery checkpoint is senseless. it prevents the team from using intellegence and individual skills within the team in the most appropriate way and puts people in an ‘volume rather than value’ mentality.
If a UXer and a designer or developer can get an understanding of what needs to be achieved through sketching and a collaborative design sessions, then so be it. We have to remember that the purpose of any delivery activity is to achieve an outcome for the business, not to produce the largest volume of documentation.
There should be guidelines which model ‘best’ behaviour but any kind of dictatorial process beyond that will slow down delivery, dilute autonomy and kill motivation.
It’s an organisation’s role to create team principles and culture that supports and expects trust. It’s an individual’s responsibility to deliver against those principles in the best way they can. Checks and balances should and will exist through regular review session with mentors, and through measuring business value from the task delivery.
We should allow people to be free to deliver, to make mistakes and to take responsibility for those, to time shift their work if a personal commitment occurs in working hours. We should trust that people do things to the best of their abilities and in the best way they know how. We should trust that people won’t take the piss if you give them freedom over their time, or working practices.
If we create clarity of purpose, enable people to walk the path to mastery and trust them to be the best that they can be, then we will create an autonomous environment, where the people and business will move towards creating value and contentment.
After thoughts – for the UXer
Treating workers as adults, allowing them to be autonomous is a big step for a lot of organisations, but i believe it to be step well worth taking.
The other side of the coin, is that those of us who seek greater autonomy has to embrace the principles too. We have to want to become masters in our field, and sometimes the only way to do this is by doing those mundane tasks. Those task you don’t want to do, or don’t see any value in.
I was listening to an audio book the other day and was reminded that world class sports professionals become world class by purposeful practice. They kick hundreds of corners, or penalty kick. They shoot hundreds of hoops. They take responsibility for their careers and understand the path to mastery isn’t achieve in months.. it’s a continuum over a lifetime.
If we want to be treated like adults, and be offered autonomy then we must keep learning, keep practicing. We must treat every task as a learning opportunity to hone our skills to create value for the businesses we work for.
We must also be honest, and trustworthy. We can do this by being open about what we’re doing and why, we must not being afraid to show the steps to delivery and to make our work visible to our team; We must above all demonstrate value.