When I talk to people who work in the User Experience field, I often hear a common refrain:
- “It’s hard to make my organization value UX.”
- “I can’t convince my clients that we need to do user research.”
- “My organization constantly cuts the amount of user experience work we should be doing.”
- “I feel trumped by the business and technology teams. How can I make them invest more in user experience?”
Getting an organization to invest in user-centered design and user experience can be challenging. Politics, organizational structures, past experiences, and ingrained processes can make change difficult.
However, many UX professionals approach this challenge ineffectively by trying to push their own UX agenda without considering the mindset and viewpoints of their clients and co-workers. Only by understanding the needs of others and reducing friction between UX and the organization can you successfully increase user experience’s influence.
In the book Switch: How to Change When Change Is Hard, authors Chip and Dan Heath describe that in order for change to occur, one has to consider 3 interrelated factors: rational, emotional, and environmental factors.