AUTUMN SANDERS FOSTER, Chair
Douyon Signature Labs
University of Kansas
WILLIAM LEZ HENRY
University of West London
Weekes in Advance Enterprises
Within the growing global discourse around race, whiteness, and racial injustice lies a call to address the ways systemic racism and normalized whiteness continue to shape our work. Many organizations have issued formal statements but struggle to identify and implement meaningful next steps. Through this panel, we will discuss how change works in concert with or opposition to dominant norms, values, and culture in our research and our organizations.
Autumn Sanders Foster has worked with Fortune 500 companies, start-ups and non-profits, helping them grow their businesses by understanding their customers. She launched Quire Consulting in 2017 to provide clients access to qualitative research and design strategy that brings real people into the center of the design process. She leads...
University of Technology Sydney
University of Technology Sydney
Effective software quality assurance in large-scale, complex software systems is one of the most vexed issues in software engineering, and, it is becoming ever more challenging. Software quality and its assurance is part of software development practice, a messy, complicated and constantly shifting human endeavor.
What emerged from our immersive study in a large Australian software development company is that software quality in practice is inextricably entangled with the phenomena of productivity, time, infrastructure and human practice. This ethnographic insight — made visible to the organization and its developers via the rich picture and the concept of entanglements — built their trust in our work and expertise. This led to us being invited to work with the software development teams on areas for change and improvement and moving to a participatory and leading role in organizational change.
Keywords: ethnography, entanglements,...
The Soft Build
PechaKucha Presentation—An exploration of scale in the built environment. Looking first at the graphic scale of building documentation – each layer with its own purpose and logic, being absolutely clear to reduce risk. And then considering architecture at human scale – how design thinking becomes a scaffold for organisational change. It explores how to engage with people in a visioning process, how existing environments shape world views, and how those conversations “scale up” from the individual, through the group, to form the aspirations for one new building, a multi-faith setting in Western Sydney that needs to find a new way to integrate Islamic and Christian theologies.
Keywords: User research, Organisational change
Sue Wittenoom is the founder of The Soft Build, a consultancy focused on design for change. A registered architect with an MBA, her work has evolved over the past 30 years from architecture to project management, program design, change management and strategic consulting....
by JASMINE CHIA & SAMUEL HAGEN
A senior leadership team gathers in the executive boardroom. The doors are closed; the glass is opaque. Sparkling water is served. Projected on the conference screen is not a financial statement, or an operating report, but instead, an intricate diagram resembling a map or relational lineage. The subject of the meeting is the company’s reorganization – a “reorg.” Perhaps a desperate cost-cutting measure, or perhaps a tactfully planned efficiency boost, this reorg is led by a team of outside management consultants who drew the diagram slide and now lead the meeting. A confluence of rectangular boxes – “heads” – are organized according to hierarchy, with the CEO (and her board) on top; one notch down are the leaders of each business unit – Product, Sales, Finance, Human Resources. But the way these organizational charts will be re-drawn is not a purely functional exercise – like map-making, it is deeply symbolic and imbued with power.
Figure 1 (left): First organizational chart...
This paper argues that ethnographers can gain increased agency in data-driven corporate environments by increasing their quantitative literacy: their ability to create, understand, and strategically use quantitative data to shape organizations. Drawing on the author's experience conducting strategic user research at a technology company, the paper explores how the ability to engage with quantitative data can increase ethnographers’ independence and autonomy within organizations, and can also up-level the role and value of qualitative research. The paper also explores how a deep familiarity with quantitative data can enable ethnographers to imbue quantitative data itself with new forms of agency, and can ultimately give ethnographers the tools to change institutions from within. With a greater understanding of how quantitative data is made and used, ethnographers can ensure that data is collected in representative ways, point out the limitations of existing metrics, and argue for new ways of measuring and...
WAFA SAID MOSLEH
SDU Design, Department of Entrepreneurship and Relationship Management, University of Southern Denmark
As a social researcher rooted in the traditions of participatory innovation, I set out to take a design anthropological approach to study the early unfocused phases of organisational innovation processes, and explore ways of both challenging and supporting these. With an interest in understanding how the tangibility of design coupled with the analytical nature of anthropology can provoke richer insights concerning organisational practices, my research team and I designed an artefact, called ‘the tangible brief’, aiming to elicit real stories about the challenges practitioners experience in dealing with innovation. The artefact resembles the content of a design brief and aims to bring together practitioners around the task of creating briefs prior to evaluating the potential of new ideas.The paper sets out to address the challenge of ethnographic researchers navigating a complex landscape of organisational...
Businesses are infamous for their rich lexicon of words to describe change: growth, revitalization, reinvention, innovation, revolution, evolution, and every manner of “do something different.” But what does all of this mean? How do these different terms work? What do they imply about the process of change? And under what conditions might they succeed? That was the question driving this tutorial. Starting with some introductory concepts from cognitive and linguistic anthropology, we took a pass at the conceptual models underlying some of the more popular terms in this vocabulary. We presented three – Growth, Disruption, and Innovation – while the tutorial participants completed four additional ideas: Pivot, Lean, North Star, and Unify....