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Posts tagged “culture”

Remote work, open offices, and focus

I recently started a new remote role as a Product Manager at Wildbit. And by “recently” I mean I’m on Day 4, so my experiences with full-time remote work is demonstrably limited. That said, there is one thing so far that I appreciate more than anything else about working in a dedicated office space in my basement: The Calm.

I say The Calm with due reverence because I don’t just mean quietness (I have music playing most of the time). I mean the relaxed ability to work focused and uninterrupted for long periods of time. The joy of this kind of work environment is hardly a new discovery, but since I’ve always worked in open offices this is a brand new and extremely joyful thing for me.

I suspect this is also the reason why everyone in our main office in Philly has their own office. It’s not that I (we) don’t like people. It’s that I get so much more done in a day while working in an environment where I’m able to shut everything else out and just work. The problems with open offices are well documented, of course. From The Economist’s Inside the box:

Open-plan offices are noisier and more interruption-prone. Too much noise causes high blood pressure, sleep problems and difficulty in concentrating. And cubicles’ flimsy walls do little to dampen sound. In studies where sound levels were raised from 39 to 51 decibels—roughly equivalent to moving from an average living room to a road with light traffic—participants were more tired and less motivated.

From Maria Konnikova’s The Open-Office Trap:

In 2011, the organizational psychologist Matthew Davis reviewed more than a hundred studies about office environments. He found that, though open offices often fostered a symbolic sense of organizational mission, making employees feel like part of a more laid-back, innovative enterprise, they were damaging to the workers’ attention spans, productivity, creative thinking, and satisfaction. Compared with standard offices, employees experienced more uncontrolled interactions, higher levels of stress, and lower levels of concentration and motivation. When David Craig surveyed some thirty-eight thousand workers, he found that interruptions by colleagues were detrimental to productivity, and that the more senior the employee, the worse she fared.

And yet, despite all the evidence against it, open office plans persist in most companies, and will for a long time to come.

But yeah, it’s Day 4. Let’s see if I go crazy after a couple of weeks…

Online experiences begin and end offline

A few years ago I almost went insane with commute-madness (which I’m reasonably sure is a thing). We lived in Bloubergstrand in South Africa, and I worked in the city of Cape Town. This meant that I had to be out of the house and on the road before 6am every morning (and leave work before 4pm), otherwise I would spend upwards of 90 minutes in traffic, as opposed to the more manageable (or so I thought…) 50-60 minutes.

It’s a little too soon for me to talk about the effect that commute had on my mental health, so I’ll just say this: I didn’t handle it well.

So I, along with thousands of my fellow commuters, rejoiced when the city of Cape Town extended the popular MyCiTi bus service out to where I lived. My joy was short-lived though. It turned out that even though they extended the bus line, the City decided not to provide parking nearby. So unless you lived within walking distance of the bus stop (which I didn’t) you were out of luck.

This seemed really silly to me, so I asked about it, and found out that the City didn’t want to provide parking until they could prove that the bus line was successful. It doesn’t take much to see the gigantic failure in logic here. The City didn’t want to provide parking until they could see that enough people used the buses, but not enough people can use the buses if there isn’t parking.

We ended up moving back to the city.

I tell this story because I recently got into a discussion with Vincent Hofmann, based on this tweet of his:

Cycle lanes in South Africa are a great idea but we’ll need orgs to get ready for healthier commuters with supporting infrastructure.

— Vincent Hofmann (@vincenthofmann) March 7, 2016

I brought up the MyCiTi thing, and then mentioned how different the experience is here in Portland, where I live now. I bike to work every day, and the only reason I can do that is that the end-to-end experience is designed well. It’s not just about the city installing bike lanes. Neighborhoods have to agree to stricter traffic rules. Companies need to provide facilities for safe bike parking and showers. It’s a collaboration between public and private sectors across the city. If anyone doesn’t pull their weight, the whole thing falls apart.

Luckily, in Portland, it all hangs together really well. Here are some photos of my end-to-end biking experience in Portland:

There is, of course, a big product management lesson here. We often spend so much time trying to perfect the experience people have with our products online, and we forget about what happens before and after they get there. And that’s often where the experience breaks down and we lose customers. As an example, I mentioned in my newsletter over the weekend how frustrating it can be if you can’t contact a company after making a purchase:

It sounds obvious, but it is still amazing to me how many companies see support as a liability. Any opportunity to interact with customers is a good thing. Yes, it’s expensive, and “case deflection” is a very effective way for companies to cut costs, but at what cost? A case deflected—either through finding the answer on a forum, or a customer simply giving up when they can’t figure out how to contact the company—is a missed opportunity to build loyalty and get input on your products.

And this, ultimately, is why customer journey mapping is such an essential activity for any product. It forces us to think about designing the end-to-end experience, from long before people get to our site, until long after.

Evidence of the danger of only focusing on the product experience itself is all around us—just look at the way our cities design public transport and bike commutes. Notice the differences between the two examples I shared above—one set up for failure, the other for success. And let that be a challenge to all of us to think about how people experience our products even when they’re not using our products.

The core elements of healthy, productive teams

Charles Duhigg has a long feature in the New York Times called What Google Learned From Its Quest to Build the Perfect Team. It includes a summary of really fascinating research on the core elements of a healthy, productive team:

As the researchers studied the groups, however, they noticed two behaviors that all the good teams generally shared. First, on the good teams, members spoke in roughly the same proportion, a phenomenon the researchers referred to as “equality in distribution of conversational turn-taking.” On some teams, everyone spoke during each task; on others, leadership shifted among teammates from assignment to assignment. But in each case, by the end of the day, everyone had spoken roughly the same amount. “As long as everyone got a chance to talk, the team did well,” Woolley said. “But if only one person or a small group spoke all the time, the collective intelligence declined.”

Second, the good teams all had high “average social sensitivity”—a fancy way of saying they were skilled at intuiting how others felt based on their tone of voice, their expressions and other nonverbal cues. One of the easiest ways to gauge social sensitivity is to show someone photos of people’s eyes and ask him or her to describe what the people are thinking or feeling—an exam known as the Reading the Mind in the Eyes test. People on the more successful teams in Woolley’s experiment scored above average on the Reading the Mind in the Eyes test. They seemed to know when someone was feeling upset or left out. People on the ineffective teams, in contrast, scored below average. They seemed, as a group, to have less sensitivity toward their colleagues.

So, effective teams are built on equality and empathy. Seems terribly obvious, of course, but I feel like very few teams actually live these values. We can do better.

Meetings and email: maybe they're not so terrible after all

There are two things everybody in business (say they) hate: meetings and email. So the past few years have seen a great many startups that try to re-invent, revolutionize, and strategerize the crap out of meetings and email. However, recently we seem to have come to a disappointing realization: meetings and email are the worst ways to get things done, except for all the other ways.

In Meet Is Murder Virginia Heffernan goes deep on the topic of meetings: why we hate them, what people have tried differently, and how we just can’t seem to quit them. Her resigned conclusion hints at what really might be the source of our meeting hatred:

What’s so bad about meetings, after all? At bottom, they are nothing but time with your fellows. Which suggests that hating meetings might be akin to hating traffic, families or parties—just another way to express our deep ambivalence about that hard fact of existence: other people.

Meanwhile, in Slack, I’m Breaking Up with You Samuel Hulick shares his dismay with Silicon Valley’s latest darling company. These kinds of articles are inevitable at this point—we’re almost certainly approaching 6 PM SVT (Silicon Valley Time) for Slack. Anyway, Samuel wrote a break-up letter to Slack, but at times it reads more like a subtle “Please come back!” letter to email. For example:

While it’s true that email was (and, despite your valiant efforts, still very much is) a barely-manageable firehose of to-do list items controlled by strangers, one of the few things that it did have going for it was that at least everything was in one place.

And this:

When work gets done over email, there’s a general expectation of a response buffer of at least an hour or two. In you, though, people can convene and decide on anything at any time.

Also this:

When I started feeling like our relationship was getting to be just a little too much, I decided to take a few days off. That was never a problem when I was with email—I’d just fire up a vacation autoresponder and be on my merry way.

I’ve always liked email (which, sorry, I know, is like a Portlander saying “Oh you just found out about Kale? I’ve been eating Kale all my life!”), and felt that the bigger problem is not the system but the way we deal with it. I tried Google Inbox and that Mailbox thing that Dropbox bought and shut down, but I could just never get into a groove with a system that tries to sort my email for me. Instead I just do something that works really well for me: I read every email, and file each message in the appropriate place when I’m done dealing with it. That’s it.

I’m also not as against meetings as I used to be. My rules there are equally simple: always walk out of a meeting with an artifact. This could be a whiteboard sketch or a note about a thing you need to go research—it doesn’t really matter. Just walk out of there with something. Meetings should focus on facilitating the things that meetings are good at: collective thinking. Meetings that energize me are the ones where most people are standing, working together on a common goal. From customer journey workshops to design studio sessions to analyzing usability testing results, there are plenty of useful ways to spend our times in meetings. That’s my only criterium for a good meeting: make progress.

These guidelines are probably way too simple for the majority of businesses and people. But I do think that when we try to “reinvent” meetings and email we’re trying to solve a people problem with technology, and that’s just never going to work. Technology can help, for sure, but at its core we need to figure out why we hate email and meetings, and then fix that first. And I think the main problem with meetings and email is that we don’t spend enough time taking personal responsibility to make them more effective. Until we stop trying to offload our personal responsibility on the shoulders of technology, nothing will change.

The rise of inclusive design

Cliff Kuang wrote an excellent article on Microsoft’s push for more inclusive design. From Microsoft’s Radical Bet On A New Type Of Design Thinking:

Dubbed inclusive design, it begins with studying overlooked communities, ranging from dyslexics to the deaf. By learning about how they adapt to their world, the hope is that you can actually build better new products for everyone else.

What’s more, by finding more analogues between tribes of people outside the mainstream and situations that we’ve all found ourselves in, you can come up with all kinds of new products. The big idea is that in order to build machines that adapt to humans better, there needs to be a more robust process for watching how humans adapt to each other, and to their world. “The point isn’t to solve for a problem,” such as typing when you’re blind, said Holmes. “We’re flipping it.” They are finding the expertise and ingenuity that arises naturally, when people are forced to live a life differently from most.

This is similar to the points I tried to make in Beyoncé, Coldplay, and the myth of the “average” user. The advantages of having more diversity in our design and development processes go far beyond the moral rightness of it. We end up with better products that serve a much wider cross-section of a population.

Resilience is not just about luck

Maria Konnikova digs into the research on How People Learn to Become Resilient:

[Developmental psychologist Emmy Werner] found that several elements predicted resilience. Some elements had to do with luck: a resilient child might have a strong bond with a supportive caregiver, parent, teacher, or other mentor-like figure. But another, quite large set of elements was psychological, and had to do with how the children responded to the environment. From a young age, resilient children tended to “meet the world on their own terms.” They were autonomous and independent, would seek out new experiences, and had a “positive social orientation.” “Though not especially gifted, these children used whatever skills they had effectively,” Werner wrote. Perhaps most importantly, the resilient children had what psychologists call an “internal locus of control”: they believed that they, and not their circumstances, affected their achievements. The resilient children saw themselves as the orchestrators of their own fates. In fact, on a scale that measured locus of control, they scored more than two standard deviations away from the standardization group.

The problem with #blessed

Kate Bowler’s Death, the Prosperity Gospel and Me is the best thing I’ve read this year so far. It’s funny, sharp, and deeply moving. Kate recently got cancer, some time after writing an academic book on the prosperity theology phenomenon in many American churches. Prosperity theology—the idea that “good” faith in God can make you rich and keep you healthy—is an immensely damaging philosophy, and Kate addresses this with poise and clarity.

I hesitate to quote anything from the essay because you really should read the whole thing, but one of my favorite paragraphs deals with the recent rise of the #blessed hashtag:

Over the last 10 years, “being blessed” has become a full-fledged American phenomenon. Drivers can choose between the standard, mass-produced “Jesus Is Lord” novelty license plate or “Blessed” for $16.99 in a tasteful aluminum. When an “America’s Next Top Model” star took off his shirt, audiences saw it tattooed above his bulging pectorals. When Americans boast on Twitter about how well they’re doing on Thanksgiving, #blessed is the standard hashtag. It is the humble brag of the stars. #Blessed is the only caption suitable for viral images of alpine vacations and family yachting in barely there bikinis. It says: “I totally get it. I am down-to-earth enough to know that this is crazy.” But it also says: “God gave this to me. [Adorable shrug]. Don’t blame me, I’m blessed.”

I am thankful for people like Kate who, instead of saying “Everything happens for a reason,” says “Life is really hard—and yet, I still believe.”

Why movies are scarier than they used to be

Patricia Pisters explores why horror movies are much scarier than they used to be in her essay Neurothriller:

Consciously or unconsciously, contemporary filmmakers not only tap into increased knowledge about the brain offered by neuroscientific experiments, but their films also stimulate the neural senses of emotions without the detour of narrative. […]

But the difference between the classic thriller and the neurothriller is not simply the difference between a narrative-driven plot and a character-driven plot. It is not necessary, and often not possible, to identify or engage with the character at the beginning of a neurothriller at all. In contemporary cinema, we are often denied an establishing shot or introductory scenes situating the character in a narrative context. Thrown in the middle of a confusing situation, we first connect on the immediate primal level, expressed through cinematography’s aesthetic stand-in for the emotional mind: close-ups, grainy images, colours, sounds can all have direct impact without being connected to either a story or a person. The neurothriller has ‘embodied’ the emotion of the film, just as the human body embodies the emotion of the mind.

The power of a secret in the age of over-sharing

When everything about your life is out in the open, there is power in keeping some of it secret. The ironic side-effect of social media is that it makes it easier to hide. When people think that you share everything, they don’t expect you to keep anything secret.

I recently went on a brief trip to South Africa to visit family, and I stayed (mostly) off social media. It felt weird—I felt this strange guilt, like I was “hiding” something because so many of my friends didn’t even know I was in the country. I know it was the right thing to do considering the circumstances of my visit, but still. Our minds can be deceptively cruel to us.

Anyway, I started thinking about it because Jim Farber explores this from a celebrity standpoint in his really interesting article The New Celebrity Power Move: Keeping Secrets:

Meanwhile, the stars get to both circumvent the media and to float an image of utter transparency through their promiscuous use of social media. In fact, that may only obscure them further. “Digital media creates this notion that we can know everything,” [Kathleen Feeley, co-editor of a scholarly study of celebrity gossip] said. “But it’s still a performance. It just creates a false intimacy.”

The audience’s belief in social media as the most direct route to a star exacerbates “the expectation that everyone will tell everything,” said Daniel Herwitz, a professor at the University of Michigan who wrote “The Star as Icon.” “Against all that, it becomes totally extraordinary when somebody doesn’t tell. On one hand, the public is in awe of the fact that the star, for the moment, resisted the system. But they’re also disappointed, as if somebody let them down. ‘Why didn’t I know this? The media dropped the ball!’”

“Why didn’t I know this”, also known as Why wasn’t I consulted?

When the internet makes us relive bad memories

Facebook’s “On This Day” feature has always felt really strange to me. It’s an algorithm that’s aware of its weirdness, hence the almost apologetic “We care about you and the memories you share here” message that surrounds it. As if it knows it’s bound to get it wrong and show you something you don’t want to be reminded of.

Leigh Alexander provides an interesting perspective on that feature and our social media “memories” in What Facebook’s On This Day shows about the fragility of our online lives:

Part of the palpable dissonance comes from the fact that many of our posts were never intended to become “memories” in the first place. An important question gets raised here: what’s the purpose of all this “content” we serve to platforms, if it’s useless in constructing a remotely valuable history of ourselves? Are we creating anything that’s built to last, that’s worth reflecting on, or have social media platforms led us to prize only the thoughts of the moment? […]

We generally think of social media as a tool to make grand announcements and to document important times, but just as often – if not more – it’s just a tin can phone, an avenue by which to toss banal witterings into an uncaring universe. Rather, it’s a form of thinking out loud, of asserting a moment for ourselves on to the noisy face of the world.

Despite multiple attempts I still don’t understand how Snapchat works, but from what I understand from the Young People this is a big reason for its appeal. There isn’t an expectation that something you post on Snapchat has to be profound enough to become a permanent memory. As one of my friends Simon1 put it: Snapchat is there to “Share (not remember) moments.” (Side note—if you haven’t done so yet, please read Ben Rosen’s My Little Sister Taught Me How To “Snapchat Like The Teens”. It is absolutely bonkers.)

So Alexander’s point is an interesting one: how do we take control of our online memories? It’s not possible to know for sure, in a moment, if we’re experiencing something we’d like to remember forever. Maybe the best solution is to keep it the way it’s always been: rely on our brains to remind us of things. We can always then dig up those old photos ourselves—without the help of an algorithm—if we really want to relive the moment.


  1. Some of my best friends are Young People.