This book was written as a response to the positive and heartening
reception to a series of articles published (online and print) on
innovative interventions in organizations. The core message of We
Tried to Warn You is that every day, micro-failures of
communication and their cover-ups can accumulate, and enable a
network of decisions that lead to systemic-level failures of
organizations. I report on first hand experiences as an
organizational participant, and more recently as a
design/management consultant, informed by the substantive research
published over the years by key authors I have learned from, and
cite in the book.
We Tried to Warn You presents a case study in compact form, with
identifying details obscured to protect the great and the guilty
alike. I focus emphasis on the knowledge-based practices that
enable organizations to sense and make decisions from critical
feedback from customers in the field, especially the
multidisciplinary field now known as "user experience" (or UX). UX
has become a primary conduit for understanding "real users" and
their needs in current organizations worldwide. UX is often
involved throughout all phases of a project, from user research, to
product concept design, to final design and user testing.
As a still-emerging knowledge discipline, UX practices were
developed in the case organization as a response to a systemic
failure, with outstanding positive results. The book also shares
lessons learned from a process called socialization, which
distributes leadership and skill development among organizational
players in the formation of key strategic practices such as UX.
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