Use Case #3: Systems Thinking Proposal

*Unfortunately, due to the strict NDA of my current employer, I cannot share the actual system maps that I designed here. But below is a brief summary of the project.

Introduction

Problem Statement:

IDEO “Human-Centric Systems Thinking” Certification
Completed: July 19, 2024

Skill Sets I learned:

  • How to use mapping techniques to make sense of complex situations

  • How to reframe problems from different perspectives to spot new opportunities for design

  • How to use uncover the needs, challenges, and motivations of the people in your system

  • How to use frameworks to pick the most impactful ideas and solutions

  • How to approach complex problems in a more holistic and human way to design solutions that can shift the system

How I used these new skills within CAMPS Inc. 1 Program:

  • Finding the right problems to solve while working within the complex system of the government and the military is, arguably, the number one challenge our program faces on a daily basis. 

  • The first step was to create a “How Might We” statement (aka the “problem I want to solve right now”)

  • Identified a “How Might We” problem to solve: “How might we redesign our application that currently reflects a “siloed approach” to mission planning—that involves individual, manual & grassroots techniques—to an application that is holistic and cross-functional for all lines of business, while still being flexible enough to embrace the customized workflows each user may need to fulfill their tasks & responsibilities?”

  • The second step was to identify our stakeholders in our complex system.


system mapping:

First I worked on identifying our Stakeholders (which we have too many to count!) I also mapped the layers of conflicting Stakeholder Priorities. That was eye-opening.

Second (revised map) revealed how I needed to expand out on an even higher level to try to make sense of the relationship between TRANSCOM & 618th AOC since that is very complex.

  • Interview with PM’s (Stakeholder’s) and I am missing the AMC so I will do another version to create that layer off complexity for the stakeholder’s.

Reflection:

  • That on a day-to-day level, the communication, alignment and support from gov’t teams to our teams is very solid. It’s clearly the top program-level leadership stakeholders that just have very weak alignment. The conflict is very highlighted and the appearance of the problems seem to “roll down the mountain” so to speak, to the next, next, next until it crashes into us and we, as a program, get all the “blame.” (Again, this is the appearance of the problems not necessarily what’s accurately occurring).

  • There is too much on the gov’t side that is outside of our control as a program. We may not be able to “do” anything to escalate our application because the DAWS program in the AOC we are finding as a direct competitor to us, and this will most likely never change.

  • Revised How Might We:

      • “How might we support our development work to help sell our program to higher-level stakeholders? There is so much outside of our control, however, what is specifically within our control?” [I think our process?]

CONCLUSION:

The third step was to turn inward to our own process and see if any insights surface to help us be more resilient and responsive in solving complex problems for the government. Therefore I completed a Problem Mapping Exercise and escalated findings up to our Product Manager. However, these are highly sensitive insights that cannot be disclosed at this time.

My personal conclusion is that these exercises were very valuable to my own growth as a UX Designer and I loved learning new proccesses and strategies that could help support myself, my team and the entire program, reveal insights into the very complex problems we face with working on this application. However, since the contract is scheduled for a Re-Compete in the Spring of 2025, this type of analysis is not on the priority list for the program until after March.

 
 

    • Visualize Conversations:
      The first responsibility of UX designers is to visualize conversations, ensuring that key team members are aligned and on the same page. This also involves capturing the dynamic feedback loops between all stakeholders, providing a clear and shared understanding of the project’s direction.

    • Ask Questions:
      Our second priority is to identify and formulate questions. The more questions we generate, the better. Questions are crucial as they reflect the critical thinking skills of the designer and help uncover gaps in understanding. These gaps can then be addressed by consulting the right individuals or exploring aspects that may have been overlooked. This process significantly enhances overall analysis.

    • Optimize System Functionality:
      Finally, the system must excel in its core functions—processing data, housing real-time information, and automating tasks. It should perform these functions so effectively that it provides the best possible information to users, enabling them to analyze data and make the most informed decisions.

  • My perspective on UX, draws from my art background. Here are some highlights showcasing some profound insights around the soft skills of empathy, intuition, adaptability, and curiosity (which are all crucial in creating meaningful user experiences):

    1. Empathy and Intuition: Just as an artist must understand and convey emotions through their work, a UX designer needs to deeply empathize with users and stakeholders. This goes beyond just understanding needs; it involves feeling and predicting reactions and responses to design elements.

    2. Adaptability and Confidence: Artistic processes often involve embracing change and uncertainty. In UX design, being adaptable and confident in the face of incomplete information allows for agile iterations and adjustments. This approach helps in navigating through evolving project requirements and unexpected challenges.

    3. Iterative Process: The circular, iterative nature of art-making parallels the UX design process, which is rarely linear. Constant self-evaluation and iterative improvements are key to refining designs and ensuring they meet user needs effectively.

    4. Living with the Unknown: Just as artists work through abstract concepts and evolving ideas, UX designers must be comfortable with uncertainty, especially when pioneering new solutions. Embracing the unknown until the pieces fall into place is part of pushing boundaries and innovating.

    5. Curiosity and Innovation: Artistic creativity thrives on curiosity and the willingness to explore and experiment. This same spirit fuels UX innovation—constantly questioning, reimagining, and discarding previous iterations in favor of new, more effective solutions.

    6. Detachment from Your Work: In both art and UX design, feedback and critiques are essential. Being open to having your ideas challenged and being willing to revise or discard them based on stakeholder input ensures that the final product is the best it can be.

    7. Navigating Complexity: The process of making sense of dense information in UX can be akin to the challenge of creating a coherent piece from chaotic or abstract ideas in art. It requires skillful synthesis and organization.

    8. Breaking the Rules: Just as artists might bend or break conventions to achieve a desired effect, UX designers sometimes need to deviate from established norms or guidelines to address unique project requirements or user needs.

    My art background seems to offer a rich, holistic approach to UX design, emphasizing that it’s not just about creating functional interfaces but also about fostering deep connections and driving innovation through a nuanced, iterative process.

  • Specifically for CAMPS Inc. 1:

    • UX is challenging (especially in complex apps) because of the level of domain knowledge one has to acquire in order to discover solutions. (Especially true in my job working for the military)

    • Solutions that were acceptable 6 months ago are no longer adequate based on turnover of team members, customers or more knowledge & understanding gained by both.

    • Support highly trained users with specialized knowledge with overlapping & dynamic workflows

    • Support a single workflow that allow multiple users to do certain task (or “mini-workflows”) simultaneously and/or dynamically

    • No workflow is “happy path” — almost all workflows have some customization to them

    • Support problem-solving & decision-making with complex data structures and real-time data

    • Required handoff or collaboration among multiple roles, tools and platforms.

    • Mitigate risks of executing high-impact (or high-value) tasking where high loss is at stake

    • Help users through actions andd thought process

    • Eliminate extra “clutter” without reducing capability

    • Ease transition between Primary & Secondary information for all users

    • Know when to “bend the rules” of UX

 
 
““Pay attention to where you are going because without meaning you might not get anywhere.””
— Winnie the Pooh (A.A. Milne)
 
 

Skills I’ve learned

Human Centric Systems Thinking

Complex App Design (DOD space)

Complex User Design (In-depth Legacy app analsyis)

UX Maturity

UX Education

 
““Think it over. Think it under.””
— Winnie the Pooh (A.A. Milne)
 
 
““Design is intelligence made visible.””
— Lou Danziger