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Anyone can do it… but few do it well enough to unlock the benefits and insights that interviewing users and customers can yield.In this new and updated edition of the acclaimed classic Interviewing Users, Steve Portigal quickly and effectively dispels the myth that interviewing is trivial. He shows how research studies and logistics can be used to determine concrete goals for a business and takes the reader on a detailed journey into the specifics of interviewing techniques, best practices, fieldwork, documentation, and how to make sense of uncovered data. Then Steve takes the process even further?showing the methods and details behind asking questions?from the words themselves to the interviewer’s actions and how they influence an interview. There is even a chapter on making sure that information gleaned from the research study is used by the business in such a way to make it impactful and worthwhile. Oh, and for good measure he throws in information about Research Operations.But, hey, that’s just the nuts and bolts of the book. The truly fun part is Steve’s voice and how he portrays this information through amusing anecdotes about his career, fascinating examples from other practitioners, and tips and tricks that only the most experienced UX researchers, like Steve, could come up with. As a nod to the pandemic, he offers ideas for the best way to interview someone remotely, and he also discusses personal bias?how to identify and deal with it so that it doesn’t affect interviews.Everyone will get something from this book. But beyond the requisite information, it’s simply a good read. And if you want another good read with stories galore, pick up Steve’s other book Doorbells, Danger, and Dead Batteries.\"Quite simply the best book on when, why, and how you should conduct user interview studies.\"—Elizabeth F. Churchill, PhD, Senior Director, GoogleWho Should Read This Book?Anyone and everyone who is interested in finding out what makes their business tick, i.e., who their users are.Anyone and everyone who wants to learn how to interview and listen to people.Anyone and everyone, including CEOs, user researchers, designers, engineers, marketers, product managers, strategists, interviewers, and you.TakeawaysUser research is key for companies to include in their design and development process.The best way to do user research is through interviewing users and determining their needs.Interviewing can identify what could be designed or what is actually a problem.Teams who meet their users face-to-face will build better products.Field research takes a lot of preparation to be successful?and a solid plan in advance.There are critical techniques and frameworks for mapping human behavior.A good interviewer always puts their participants at ease.If you ask the right questions, you’ll get the right answers.A smart interviewer checks their worldview at the door.To establish a rapport with your interviewee, listen and don’t be judgmental.Research data is a combination of analysis and synthesis.The importance of research analysis must be continually highlighted and emphasized to the powers that be.", "series": "", "seriesNumber": "", "volume": "", "numberOfVolumes": "", "edition": "2nd edition", "date": "2023-10-17", "publisher": "Rosenfeld Media", "place": "New York", "originalDate": "", "originalPublisher": "", "originalPlace": "", "format": "", "numPages": "278", "ISBN": "978-1-959029-78-6", "DOI": "", "citationKey": "", "url": "", "accessDate": "", "ISSN": "", "archive": "", "archiveLocation": "", "shortTitle": "Interviewing Users", "language": "English", "libraryCatalog": "Amazon", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [ "K695HD3H" ], "relations": {}, "dateAdded": "2024-12-16T14:53:30Z", "dateModified": "2024-12-16T14:53:30Z" } }, { "key": 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null, "tags": [], "relations": {}, "dateAdded": "2024-07-29T19:36:18Z", "dateModified": "2024-07-29T19:36:18Z" } }, { "key": "MMJ9NLMT", "version": 693, "library": { "type": "group", "id": 164766, "name": "Presentations-Keynotes", "links": { "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/164766/items/MMJ9NLMT", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes/items/MMJ9NLMT", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/164766/items/7JQV934V", "type": "application/json" } }, "meta": { "createdByUser": { "id": 34399, "username": "jan-schmiedgen", "name": "Jan Schmiedgen", "links": { "alternate": { "href": "https://www.zotero.org/jan-schmiedgen", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "MMJ9NLMT", "version": 693, "parentItem": "7JQV934V", "itemType": "attachment", "linkMode": "imported_url", "title": "Full Text PDF", "accessDate": "2024-07-29T19:36:14Z", "url": "https://onlinelibrary.wiley.com/doi/pdfdirect/10.1111/caim.12626", "note": "", "contentType": "application/pdf", "charset": "", "filename": "Mayer and Schwemmle - The impact of design thinking and its underlying t.pdf", "md5": null, "mtime": null, "tags": [], "relations": {}, "dateAdded": "2024-07-29T19:36:14Z", "dateModified": "2024-07-29T19:36:14Z" } }, { "key": "7JQV934V", "version": 693, "library": { "type": "group", "id": 164766, "name": "Presentations-Keynotes", "links": { "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/164766/items/7JQV934V", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes/items/7JQV934V", "type": "text/html" } }, "meta": { "createdByUser": { "id": 34399, "username": "jan-schmiedgen", "name": "Jan Schmiedgen", "links": { "alternate": { "href": "https://www.zotero.org/jan-schmiedgen", "type": "text/html" } } }, "creatorSummary": "Mayer and Schwemmle", "numChildren": 2 }, "data": { "key": "7JQV934V", "version": 693, "itemType": "journalArticle", "title": "The impact of design thinking and its underlying theoretical mechanisms: A review of the literature", "creators": [ { "creatorType": "author", "firstName": "Selina", "lastName": "Mayer" }, { "creatorType": "author", "firstName": "Martin", "lastName": "Schwemmle" } ], "abstractNote": "Design thinking (DT) is of growing interest to academics and practitioners as a practice to approach problem-solving and innovation Its influence extends beyond the realms of innovation and corporate performance, yet a comprehensive overview of its multifaceted impact remains surprisingly elusive in DT research. Furthermore, explanations for how DT generates such impact are scattered and inadequately grounded in existing literature. Understanding DT impact, therefore, requires a more robust integration with existing literature, synthesizing interdisciplinary research streams. Conducting a systematic literature review to assemble and elucidate the current knowledge and theoretical foundations of DT and its impact, we following a rigourous search process. We screened 1035 publications and included 69 articles for our review. Synthesizing the theories underpinning these papers, we identified four theoretical mechanisms that explain the impact of DT—integration, reframing, enablement and collaborative engagement. We further provide a structured overview of four levels of DT impact that research has examined so far—organizations, teams, individuals and society. Our study advances innovation management research through a holistic overview of the what and how of DT impact. Furthermore, we provide three future perspectives for advancing research on DT impact, aiming to encourage further exploration and understanding in this critical area.", "publicationTitle": "Creativity and Innovation Management", "publisher": "", "place": "", "date": "", "volume": "n/a", "issue": "n/a", "section": "", "partNumber": "", "partTitle": "", "pages": "", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1111/caim.12626", "citationKey": "", "url": "https://onlinelibrary.wiley.com/doi/abs/10.1111/caim.12626", "accessDate": "2024-07-29T19:36:12Z", "PMID": "", "PMCID": "", "ISSN": "1467-8691", "archive": "", "archiveLocation": "", "shortTitle": "The impact of design thinking and its underlying theoretical mechanisms", "language": "en", "libraryCatalog": "Wiley Online Library", "callNumber": "", "rights": "© 2024 The Author(s). Creativity and Innovation Management published by John Wiley & Sons Ltd.", "extra": "_eprint: https://onlinelibrary.wiley.com/doi/pdf/10.1111/caim.12626", "tags": [ { "tag": "design thinking", "type": 1 }, { "tag": "impact", "type": 1 }, { "tag": "innovation", "type": 1 }, { "tag": "systematic literature review", "type": 1 } ], "collections": [ "H2DFT6MQ" ], "relations": {}, "dateAdded": "2024-07-29T19:36:12Z", "dateModified": "2024-07-29T19:36:12Z" } }, { "key": "D6A9QZ6W", "version": 692, "library": { "type": "group", "id": 164766, "name": "Presentations-Keynotes", "links": { "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/164766/items/D6A9QZ6W", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes/items/D6A9QZ6W", "type": "text/html" }, "up": { "href": "https://api.zotero.org/groups/164766/items/VQA55TSV", "type": "application/json" } }, "meta": { "createdByUser": { "id": 34399, "username": "jan-schmiedgen", "name": "Jan Schmiedgen", "links": { "alternate": { "href": "https://www.zotero.org/jan-schmiedgen", "type": "text/html" } } }, "numChildren": 0 }, "data": { "key": "D6A9QZ6W", "version": 692, "parentItem": "VQA55TSV", "itemType": "attachment", "linkMode": "imported_url", "title": "Full Text PDF", "accessDate": "2024-03-31T18:52:51Z", "url": "https://www.tandfonline.com/doi/pdf/10.1080/14494035.2017.1361634", "note": "", "contentType": "application/pdf", "charset": "", "filename": "Alford and Head - 2017 - Wicked and less wicked problems a typology and a .pdf", "md5": null, "mtime": null, "tags": [], "relations": {}, "dateAdded": "2024-03-31T18:52:51Z", "dateModified": "2024-03-31T18:52:51Z" } }, { "key": "VQA55TSV", "version": 700, "library": { "type": "group", "id": 164766, "name": "Presentations-Keynotes", "links": { "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/164766/items/VQA55TSV", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes/items/VQA55TSV", "type": "text/html" } }, "meta": { "createdByUser": { "id": 34399, "username": "jan-schmiedgen", "name": "Jan Schmiedgen", "links": { "alternate": { "href": "https://www.zotero.org/jan-schmiedgen", "type": "text/html" } } }, "creatorSummary": "Alford and Head", "parsedDate": "2017-07-03", "numChildren": 1 }, "data": { "key": "VQA55TSV", "version": 700, "itemType": "journalArticle", "title": "Wicked and less wicked problems: a typology and a contingency framework", "creators": [ { "creatorType": "author", "firstName": "John", "lastName": "Alford" }, { "creatorType": "author", "firstName": "Brian W.", "lastName": "Head" } ], "abstractNote": "This paper addresses shortcomings in the scholarship about ‘wicked problems’, and suggests ways of tackling them. Firstly, accounts of these problems tend to ‘totalise’, regarding them as intractable masses of complexity, so conflict-prone and/or intractable that they defy definition and solution. By contrast, we put forward a more nuanced analysis, arguing that complex problems vary in the extent of their wickedness, via such dimensions as their cognitive complexity or the diversity and irreconcilability of the actors or institutions involved. We propose a typology of different forms of wicked problems. A second shortcoming, linked to intractability, is that the favoured means of tackling wicked problems has tended towards ‘one best way’ approaches, most commonly collaboration with key stakeholders. Moreover, particular forms of collaboration tend to be routinely applied in ‘one-size-fits-all’ fashion to a variety of situations – notably with a plethora of actors, and a focus on governance rather than implementation management. We put forward a contingency framework, based on our typology, proposing which types of collaboration are suitable for which types of problem. Finally, we argue for a more realistic standard of success in dealing with wicked problems, especially the most difficult ones. To call for the ‘solving’ of these problems is to set up a standard which is not only impossible but also perhaps unnecessary. We argue that we do not so much ‘solve’ wicked problems as make progress towards improvement or towards better managing them. We spell out a more realistic version of ‘progress’.", "publicationTitle": "Policy and Society", "publisher": "Routledge", "place": "", "date": "2017-07-03", "volume": "36", "issue": "3", "section": "", "partNumber": "", "partTitle": "", "pages": "397-413", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "10.1080/14494035.2017.1361634", "citationKey": "", "url": "https://doi.org/10.1080/14494035.2017.1361634", "accessDate": "2024-03-31T18:52:49Z", "PMID": "", "PMCID": "", "ISSN": "1449-4035", "archive": "", "archiveLocation": "", "shortTitle": "Wicked and less wicked problems", "language": "", "libraryCatalog": "Taylor and Francis+NEJM", "callNumber": "", "rights": "", "extra": "_eprint: https://doi.org/10.1080/14494035.2017.1361634", "tags": [ { "tag": "Wicked problems", "type": 1 }, { "tag": "adaptive leadership", "type": 1 }, { "tag": "collaborative governance", "type": 1 }, { "tag": "complex problems", "type": 1 }, { "tag": "types of wicked problems", "type": 1 } ], "collections": [ "H2DFT6MQ" ], "relations": {}, "dateAdded": "2024-03-31T18:52:49Z", "dateModified": "2024-03-31T18:52:49Z" } }, { "key": "97A4FV58", "version": 697, "library": { "type": "group", "id": 164766, "name": "Presentations-Keynotes", "links": { "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/164766/items/97A4FV58", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes/items/97A4FV58", "type": "text/html" } }, "meta": { "createdByUser": { "id": 34399, "username": "jan-schmiedgen", "name": "Jan Schmiedgen", "links": { "alternate": { "href": "https://www.zotero.org/jan-schmiedgen", "type": "text/html" } } }, "creatorSummary": "Rhodes", "parsedDate": "1961", "numChildren": 0 }, "data": { "key": "97A4FV58", "version": 697, "itemType": "journalArticle", "title": "An Analysis of Creativity", "creators": [ { "creatorType": "author", "firstName": "Mel", "lastName": "Rhodes" } ], "abstractNote": "", "publicationTitle": "The Phi Delta Kappan", "publisher": "Phi Delta Kappa International", "place": "", "date": "1961", "volume": "42", "issue": "7", "section": "", "partNumber": "", "partTitle": "", "pages": "305-310", "series": "", "seriesTitle": "", "seriesText": "", "journalAbbreviation": "", "DOI": "", "citationKey": "", "url": "https://www.jstor.org/stable/20342603", "accessDate": "2024-02-28T10:24:48Z", "PMID": "", "PMCID": "", "ISSN": "0031-7217", "archive": "", "archiveLocation": "", "shortTitle": "", "language": "", "libraryCatalog": "JSTOR", "callNumber": "", "rights": "", "extra": "", "tags": [], "collections": [ "7CKSU5UV" ], "relations": {}, "dateAdded": "2024-02-28T10:24:48Z", "dateModified": "2024-02-28T10:24:48Z" } }, { "key": "RXSI5BLG", "version": 689, "library": { "type": "group", "id": 164766, "name": "Presentations-Keynotes", "links": { "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes", "type": "text/html" } } }, "links": { "self": { "href": "https://api.zotero.org/groups/164766/items/RXSI5BLG", "type": "application/json" }, "alternate": { "href": "https://www.zotero.org/groups/presentations-keynotes/items/RXSI5BLG", "type": "text/html" } }, "meta": { "createdByUser": { "id": 34399, "username": "jan-schmiedgen", "name": "Jan Schmiedgen", "links": { "alternate": { "href": "https://www.zotero.org/jan-schmiedgen", "type": "text/html" } } }, "creatorSummary": "DW News", "parsedDate": "2023-11-06", "numChildren": 0 }, "data": { "key": "RXSI5BLG", "version": 689, "itemType": "videoRecording", "title": "Is Germany’s economic model doomed? | DW Business Beyond", "creators": [ { "creatorType": "director", "name": "DW News" } ], "abstractNote": "Germany has long been known as Europe’s economic powerhouse. But this year, it’s the world’s worst performing leading economy. Analysts believe that decades of economic success lulled its leaders into a false sense of security. 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This groundbreaking research examines four types of business leaders. Which will you be?Builders are passionate about delivering value to customers—just like your company’s founders.Decorators are fixated on making the firm look good, quarter after quarter after quarter.Remodelers are good at improving current operations, but they seldom build anything new.Realtors are mostly interested in M&A, but often fail to grow what they’ve acquired.This research shows strong correlations between Builder behavior and faster business growth. Sadly, it also reveals up to two-thirds of today’s business leaders are NOT Builders.Surprisingly, leaders can accelerate business growth simply by stopping unforced leadership errors in these six areas:Primary Duty: The #1 mandate for every business leader should be: “leave your business stronger than you found it.” Business Builders don't cross a finish line. They pass a baton.Job description: Too many business leaders today (41%) are Decorators, fixated on demonstrating “curb appeal” every quarter. They don't understand that financial reporting is a spectator--not participant--sport.Business Goal: 70% of slower-growth companies have the mistaken goal of maximizing shareholder wealth. This is a lovely result but a lousy goal.Time Horizon: Business leaders at slower-growth companies have short time horizons and implement cost controls far too frequently. 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Volatilere Marktbedingungen, schnellere Technologiesprünge und kürzere Produktlebenszyklen stellen Unternehmen vor immer größere Herausforderungen. Der Aufbau ambidexter Strukturen stellt dabei ein zentrales Element für eine systematische und nachhaltige Innovationsfähigkeit dar. Dieser Beitrag gibt Einblicke in die organisationale Ambidextrie des Weltkonzerns Bosch, der sich seit einigen Jahren intensiv mit dem Auf- und Ausbau ambidextrer Strukturen beschäftigt. Dabei werden verschiedene Aspekte vom unternehmensspezifischen Verständnis des Begriffs Ambidextrie über die organisatorische Verankerung bis hin zu Praxisbeispielen beleuchtet. 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