Here are some interesting UI/UX finds of the week!
Better bosses. Interesting article from Inc. magazine and author Joe Galvin on the topic of developing better bosses in organizations. Much has been written on the subject of the Great Resignation and how the economy has evolved during and after the pandemic. A pervasive statement and realization that increasingly crystallizes, is the need for managers and bosses to be more empathetic, more authentic, and, as the article reinforces, be the heralds of the Organization’s mission. Being able to retain good talent is now, more than ever, something to aspire to and practice. However, and as the article points out, bosses/managers also need themselves to get the proper training to become effective leaders. It is worth reading. The highlight of the article includes:
“Never has it been more important for business leaders to develop the bosses they need. Putting front-line managers in place to act as an extension of an organization’s central vision will ensure alignment , will work as a recruiting strategy and keep employees engaged.A company’s best salesperson can become its worst manager if its senior executives don’t equip it with the right tools first. “Sink or swim” means the majority will sink and some will swim. Even managers who knew how to swim in the era of the ‘MF95’ are going to have to be re-skilled and retrained for today’s hybrid worker.”
Accessibility first approach to data visualizations and infographics. Very insightful and relevant article from The Smashing Magazine, courtesy of authors Kent Eisenhuth and Kai Chang, focused on understanding best practices to consider when creating data visualizations and infographics, taking into account the requirements of ‘accessibility. The authors of the article shed light on the statistics of people with visual impairments in the United States, then detail how they approached a particular case study they had in “helping developers understand latency and overall performance of their apps, websites and digital experiences”. . This is an insightful case study that examines details such as color contrast, but also provides additional resources to explore when it comes to accessibility in digital product solutions. The highlight of the article includes:
“Visualizations only work well for those who can see fully. According to the National Federation of the Blind, 7.6 million people in the United States are visually impaired. We also know that color blindness affects 1 in 12 men worldwide These people don’t typically rely on assistive technologies, like screen readers, to consume web content, and they’ll be the focus of our case study. provided by a graph are lost and in some cases the graph provides little or no information.As part of our mission to organize the world’s information and make it universally accessible, it is our responsibility to be good web citizens by making data accessible to all.
Independent work and creativity. Another Invision Design blog post, this case study looks at what Credit Suisse is doing in terms of organizing the work schedule and volume of initiatives for its design teams and members, all of whom have a global footprint. Although the topic and fear of micromanagement pops up several times in the article, it’s worth noting how it creates a culture of trust and respect among all team members. While this article leaves quite a few unanswered questions in its path and likely warrants a deeper understanding of team dynamics, including roles and responsibilities, it is worth reading and exploring for some of the considerations he raises about eclectic and widely distributed design teams. The highlight of the article includes:
“Inclusiveness can be a powerful collaboration tool for organizations, which is why the team doesn’t take its value for granted throughout the design process. Trust is built in safe environments and the ability to feel that their contributions matter and have equal status with all members of a team, said LA Worrell, Head of Design Thinking & Product Delivery at Credit Suisse. It also gives people the space to make and own their decisions, which means letting them make mistakes, notes Christophe. »