![Don't Force It, Solve It!](https://img.perlego.com/book-covers/3262437/9781000428933_300_450.webp)
Don't Force It, Solve It!
How To Design Meaningful and Efficient Design Processes
George Kalmpourtzis
- 260 pages
- English
- ePUB (mobile friendly)
- Available on iOS & Android
Don't Force It, Solve It!
How To Design Meaningful and Efficient Design Processes
George Kalmpourtzis
About This Book
"Knowing various frameworks and methodologies is crucial.⌠This book takes you one step further by transforming individuals or teams into adaptable problem-solving powerhouses."
George Ketsiakidis, Design Researcher, Shanghai Jiao Tong University
"George is a master of design process thinking, and it comes out in every word of his writing."
Ryan Gerber, Founder, Quest Labs
It's not how much time we spend on design that impacts product and service success: it's whether that time has been spent on solving the right problems. The field of design, with a greater focus on user-centered design, steadily acquires a central position on the work of product design teams. From large corporate environments to startups, multidisciplinary teams of developers, designers, project managers, and product managers need to find ways to understand each other's needs, overcome obstacles, communicate efficiently, and perform, creating products that satisfy their users' needs.
In an era when the main differentiating factor between products are the teams that created them, George Kalmpourtzis' Don't Force It, Solve It!: How To Design Meaningful and Efficient Design Processes is the perfect roadmap for navigating the twisting paths of project management and user-centered design.
KEY FEATURES:
⢠This book aims at helping software teams work more efficiently by setting up their own design processes.
⢠For organizations, this book helps decode the design processes, allowing them to deliver experiences that address the real problems of their audiences.
⢠This book offers a combination of theory and practice that will help its readers understand how to design efficient processes and apply this knowledge in their own work.
⢠This book includes many insights in the form of colorful doodles.
George Kalmpourtzis is an award-winning User Experience & Learning Experience Consultant and Game Designer. Finding himself between the fields of educational technology, design, and game studies, he has been founder, C-level stakeholder, director, and board member of several design studios, startups, and consulting agencies.
Frequently asked questions
Information
Chapter 1 If Only There Was a Way to Make Design More EfficientâŚ
![](https://book-extracts.perlego.com/3262437/images/un01_01-plgo-compressed.webp)
- Frustration abounds among the User Interface (UI) designers, User Experience (UX) designers, and user researchers of a large corporationâs design team. Even though they all want to contribute to creating great products, they consider that their voices are not being heard inside the organization. On top of that, the only things that seem to get created are obstacles, such as:
- ⏠Dependencies with other teams (developers, analysts, product managers)
- ⏠Deadlines that donât really take into account the time and complexity of the features theyâre meant to deliver
- ⏠Mountains of change and feature requests that donât actually improve customersâ final experience
As design is a complex process with lots of moving parts, the team feels their work and contribution are underrated. Some team members have the impression that the team only functions as a graphic assets âjukeboxâ for the organization. Others feel bored or frustrated, with the rest already searching for newer and funnier opportunities somewhere else. - Thereâs a communication breakdown between the development and design teams of a startup. Developers are passionate about creating robust mobile apps, but they feel that designers arenât approachable when they have questions about mockup designs and that proper documentation is often missing. To make things worse, as they rarely communicate with designers, developers arenât thrilled about all the design changes being made to interfaces theyâve already coded. They feel that designers switch up designs for no obvious reason and according to no particular logic. Designers, on the other hand, feel that updates to their designs are slow to be implemented or even never get done at all. Theyâve got the impression that all developers ever do during meetings is slap unreasonable restrictions on their designs, which severely impacts their design output and the overall user experience.
- A large multinational corporation consists of dedicated development, design, user research, quality assurance, marketing, and product teams. Some of them are located around the globe making remote communication a key aspect of teamsâ workflow. This causes major coordination issues as each dedicated team communicates very little about their work, goals, and progress. There are times that design and development teams work on tasks that are set by product management, without actually understanding how they fit into the broader picture of the organization and its products. The outcome is that team tasks often overlap and at other times design proposals and technical stack configurations donât match, rendering several monthsâ work obsolete. Everyone agrees that these errors could have been avoided if they didnât work in silos. However, the various teams are reluctant to take the initiative to improve communication as other teams may see that as an effort to take them over. Eventually, stakeholders are frustrated and all the teams blame each other for delays, rollbacks, or failed products.
- A large organization is experiencing an Agile at scale transformation. Even if the configuration, topology, and interaction between development, DevOps, QA, and product teams are rather clear, this isnât the case for the design teams. Designers are frustrated since they need time and resources to explore and test different design hypothesis. On the other hand, product and development teams have difficulty refining, estimating, and planning their work, due to this misalignment with the design teams. Both sides are unhappy.
![](https://book-extracts.perlego.com/3262437/images/un01_02-plgo-compressed.webp)
Section I DONâT FORCE IT, SOLVE IT!
Chapter 2 Processes, Humans, and Design
2.1 Processes, Humans, and Design
- Donât address customersâ needs and expectations
- Present features and services that nobody cares about, so shouldnât exist in the first place
- Focus on pushing for new technologies, rather than delivering value for users
- Are a reflection of the organizational complexity in their creative environment
- Are difficult or complex to understand and use
![](https://book-extracts.perlego.com/3262437/images/un02_01-plgo-compressed.webp)
![](https://book-extracts.perlego.com/3262437/images/un02_02-plgo-compressed.webp)
- There are teams that arenât working together harmoniously
- Coordination and a coherent vision are missing
- Communication among stakeholders gets difficult, causing frustration
- There is conflict that canât be resolved
- There is organizational complexity that stifles creativity and innovation
- Problem solving stagnates into a meaningless process, where stakeholders feel that their contribution has no value
2.1.1 People Quit Design Teams and Processes That Are Boring and Meaningless
![](https://book-extracts.perlego.com/3262437/images/un02_03-plgo-compressed.webp)
2.1.2 Design Is Impacted and Driven by Creative Stakeholders
![](https://book-extracts.perlego.com/3262437/images/un02_04-plgo-compressed.webp)
![](https://book-extracts.perlego.com/3262437/images/un02_05a-plgo-compressed.webp)
![](https://book-extracts.perlego.com/3262437/images/un02_05b-plgo-compressed.webp)
![](https://book-extracts.perlego.com/3262437/images/un02_06-plgo-compressed.webp)
2.1.3 Design Is about Intrinsically Motivating Problem Finding and Problem Solving
![](https://book-extracts.perlego.com/3262437/images/un02_07-plgo-compressed.webp)
Table of contents
- Cover
- Half Title
- Title Page
- Copyright Page
- Dedication Page
- Table of Contents
- Acknowledgments
- Author
- Chapter 1 If Only There Was a Way to Make Design More EfficientâŚ
- Section I Donât Force It, Solve It!
- Section II The Design Process Rectangle
- Section III The Creative Stakeholderâs Journey
- References
- Index